Operations• Facilitated and project managed the transition from “area-based” to a functional model including standing up the organization on Day 1 to embedding systems and processes to enable a sustainable organizational model.• Through strong leadership and behavior the PMO project delivered an efficiency of 23% in areas of Organizational Blueprint, Capability, Consistent Work Processes, and Area Integration. • Followed a rigorous Management of Change (MoC) process and fully delivered all required MoC‘s for the embedding of work streams from Phase one of the project.• Developed and updated Operations in the Operating Management System (OMS) Handbook.• Coordinated internal mechanics to ensure the Operations leadership team were more effective in support of making the Functional organization work.• Ensured lessons learned were captured, codified and embedded throughout the group.• Drove frequent reporting and analysis of standardized change program performance indicators to achieve safe, reliable and compliant operations.Strategy, Planning & People Management• Identified and managed cross-functional interfaces related to change activities by ensuring all groups such as HR, Regional Performance Managers, and VP of the Functions understood the progression of the changes.• Collaborated with the Regions to develop change program priorities consistent with their own regional priorities and in line with the Operations focus areas/work streams.• Created the newly formed Performance team within Global Operations Organization. Ensured a robust organization structure to meet the needs of the business and developed all roles and responsibilities for newly formed teams both in the central and regional offices.

Operations• Tracked, analyzed and managed technical capability data for key staff development programs in line with agreed tracking responsibilities at Segment level. Updated and renewed system database to streamline reporting and enhance credibility to HR data.• Worked on and delivered short-term performance and long-term capability trends. This provided key information needed to plan and start the newly developed 5 year capability plan.• Liaised with world-wide Regional Discipline Capability Managers as required for KPI data reconciliation and standardization for reporting. Getting all the regions working to the current process and reporting structures allowed for standardized comparisons across Global Operations.• Supported demand plan activity for Operations and ensured accurate data to HR to feed talent resource plan.• Briefed VP of Discipline Capability on KPIs, key risks, trends and developments and provided evaluation of in-year performance compared to plan.• Delivered best practice manpower review for Head of Function which provided the level of detail for demand plan head count increase.Strategy, Planning & People Management• Took the lead role in developing, managing, progressing Central Discipline Capability (DC) team’s 8 Quarter Activity Planning activities endorsed by the Activity Planning Director for “what good looks like”. Single Point Accountability for DC on HR Data cleanup project. Delivered mapping for all Blueprint title roles and managed and assisted the Regions in mapping employees to Operations specialisms.• Core member of project team responsible for the work stream to “Go See and Assess” learners and leaders to propose strategy for Global Operations Institute.• Liaised with HR for any data required from HR core systems.

Operations• Acted as single point of accountability for accounting, budgets, procurement and logistics while overseeing work prioritization for the business discipline conducted.• Effectively managed $68mm project and fixed costs/budgets and forecasts, with timely inputs to the Finance Group while ensuring compliance with fixed, project and variable budgets.• Experienced in executing emergency response/Incident Commander Responsibilities during a live emergency response situation. Provided backup and delegate role for Onshore Site Manager.• Worked with Joint Venture group to ensure open and effective communication with facility partners.Strategy, Planning & People Management• Field Project Manager for $8mm renovation building design and construction: provided logistics for staff moves from existing plant location to new offsite building.• Supervised scheduling of rail and pipeline systems, procurement, financial and production volume accounting, IT and administrative support for the NGL Fractional Plant and Eastern Area.• Ensured direct reports had the tools and resources to complete tasks and were competent to perform those tasks. Coached and mentored as required ensuring open and regular communication.• Coordinated and dispersed $30k social investment activities.

Operations• Developed and executed a total Geospatial Information System (GIS) for BP Canada NGL business unit to support the Pipeline Integrity Management System• Managed and directed system and network administration and coordination with the Regional Digital Business Group and 3rd party service providers.• Maintained quality control and meta-data management systems.• Acquired and updated purchased data as well as input of raw proprietary data.• Conducted data manipulation and interpretation as part of completing geospatial.• Developed and executed processes to maintain the currency and integrity of data. • Created and delivered step by step guidelines to remotely run the GIS database.• Developed, executed and delivered a fully connected and offline solution for field sites.