Material Coordination Collaborate with leadership from Supply Chain and Canada Gas Operations to align around material management processes and management of change to ensure proactive decision making across the Canada Gas portfolio. Champion the recently published Material Coordination process amongst key business partners, including Supply Chain, Engineering, Operations and Projects. Lead and implement the roll out of Material Coordinators on Compression RAR and Fleet project teams. Strategically collaborate with Supply Chain and Canada Gas Operations to optimize material management processes and oversee the management of change process. Liaise with key stakeholders including leaders from regulatory, and engineering to ensure compliance with changing CSA and CER regulations. Lead and navigate management of change to address changing processes and requirements. Liaise with Canadian warehouses to strategically manage surplus, inventory and investment recovery materials. Project Support Strategically lead the development of a formal and consistent methodology for project support, including the creation of standard processes and procedures. Collaboration with key stakeholder groups such as Project Controls, Accounts Payable and Supply Chain to align goals and drive strategic results. Champion process improvements and management of change. Project Coordination Collaborate with Project teams to ensure our capital projects meet Project Delivery Standard (PDS) performance metrics, are adequately planned for, and are strategically aligned with the Company’s objectives.  Aligned with project teams and other functional groups to manage project constraints (i.e. cost, schedule, risk) to maximize benefit, minimize cost, and reduce risks.   Liaise with business unit Governance Specialist to ensure that changes/additions to PDS requirements are properly documented in the Canada Gas Playbook and communicated to impacted stakeholders

• Leader of a core team of seven individuals responsible for improvement of P2P process, technology, training, and accountability to drive enhanced efficiency resulting in improved earnings per share• Vendor Invoice Management (VIM) configuration optimization delivered $8.2M in sustainable annual earnings (net present value equal to ~$68M).• Successfully influenced IS to provide support despite major personnel reductions and outsourcing work resulting in critical VIM improvements delivered (e.g. image issue resolution causing 25% productivity impact, user-to-user substitution functionality to significantly benefit coverage and productivity of Project Services teams, VIM invoice baseline configuration)• Led initiative to reduce invoice process non-compliance resulting in most expedited/emergency payment requests which impact working capital costs and cash forecasting. Initiative has resulted in a 10% reduction in the leading indicator in the first two weeks and a 50%+ reduction is expected by mid-Q1 2023.• Implemented new payment process for US electric utilities that leveraged Lean principles that will support safe, reliable operations and reduce ongoing FTE requirements• Led development of business case, policy update, and implementation plan to drive savings of $2.1M in leadership approval time on Business Expenses. Implementation in progress.• Partnered with Purchasing team standardize Purchase Requisitions organization-wide to reduce rework and improve automation of requisition process.

• Led a team of nine individuals responsible for Materials Management and SC reporting and analytics including sustainment of CGL Prime Contractor Management Plan (PCMP)• Led, facilitated, and coordinated SC CGL LT in development and sustainment of SC CGL department goals and objectives• Led and facilitated SC CGL quarterly town hall content and presentations • Initiated, facilitated, and led a cross-functional budget-to-pay improvement effort with SC CGL and Project Services team that resulted in resolution of ~30 fundamental and process-adherence issues leading to correction of cash forecasting accuracy, increased efficiency in MOC execution, and doubling of good invoice rate (PO exceptions and non-receipt exceptions decreased by >50% and >30% respectively). • Developed the CGL Holdback approval process and the monitoring process for total exposure and drove risk-adjusted decisions and reduction of exposure related to Holdback.• Initiated and led the development and presentation of two CGL Commercial Acumen sessions for all CGL personnel in collaboration with the CGL Finance, Legal, and Engineering teams. The sessions provided commercial acumen through expert knowledge sharing, case studies, and data driven guidance. • Successfully drove accountability and efficiency in Contract Change Management resulting in an empirically measured 41% improvement in CORN processing and avoidance of requirement for 10 incremental FTE on SC CGL team• Led and managed interactions with key commercial partners including support for Director, SC CGL on monthly reporting and communications and supported enhancements required for commercial negotiations• Initiated and sustained Contract Advisory Board• Key contributor in development of Change and PO approval guide

Delivering operational analytics, reporting, and coordination in Power and Storage Business Unit.

Leader of a team responsible for implementing and maintaining the eCommerce system in Supply Chain at TC Energy

Responisble for high level design and economic alternative analysis of gas pipeline facilities to connect gas supply with markets.

Coordination of gas pipeline operations including system optimization, outage scheduling, procedure preparation for special operating circumstances, and capacity determination.