I manage the Subsurface R&D Portfolio focused on lower carbon solutions and technologies, which includes Carbon Sequestration, Geothermal, Geologic Hydrogen, Critical Minerals, and Subsurface Energy Storage as well as other emerging lower carbon solutions. In my role, I also ensure that Chevron New Energies has the technical support they need from the Center to fulfill their objective to grow new lower carbon businesses. Lastly, as another aspect to my responsibilities, I collaborate with Chevron’s business units and refineries across the world in their efforts to reduce the carbon intensity of their operations using these lower carbon solutions.

Partnered with managers to build effective knowledge and application of Leading Performance principles to improve leadership and business performance. Coached leaders how to leverage Leading Performance and the use of leadership, behavioral, and business skills when considering, implementing, and leading changes to improve performance. Provided proven strategies, processes, and behaviors to help leaders with performance improvement efforts.

Asset Team Lead for Chevron's unconventional assets in Reeves and Ward Counties in the Delaware Basin. Led a diverse project team consisting of petroleum engineers, geologists, D&C engineers, facility engineers, decision analyst, as well as representatives from Land, Legal, and Commercial through the detailed engineering, planning, and execution phases of development. Secured and managed a $200 MM annual capital budget (drilling, completions, and facilities) and 20,000 boed base production. Assisted / mentored technical teams and ensured timely, quality decision-making for developments. Inspired and championed performance improvement ideas across the cross-functional teams and developed COFDA targets with flight paths to achieve them. Navigated complex lease obligations through optimized work plans, lease amendments, and section trades to ensure lease obligations were satisfied. Coordinated and facilitated the 2020 Execution Workshop for the execution-focused teams across all Shale and Tight COOP assets to build relationships, build trust, and collaborate across asset teams. Built on the momentum from 2019 to inspire continuous improvement thru 2020. Provided clarity on the Business Plan and the strategic levers to achieve the plan. Aligned on the Execution Plans on a tactical level to recognize the opportunities and challenges facing the asset. 100+ representatives across MCBU functions generated 100+ performance improvement ideas during the event.

As Senior Petroleum Engineer for Saudi Arabian Chevron in the Partitioned Zone of Kuwait and the Kingdom of Saudi Arabia, I managed a wide net of topics for the asset including Well Preservation, Subsurface Integrity, Base Business optimization, Tight Carbonate development, Exploration support, wellwork identification, Restart planning, and the Technology Plan.Principally served as the strategic driver of the Well Preservation program within the Wafra Joint Operation (1700+ total wells) during a multi-year shutdown. Advised the Wafra Joint Operation teams, business unit / regional leadership, and the Executive Committee / Saudi Ministry on Well Preservation strategies and Subsurface Integrity mitigation plans during the shutdown. Led studies on the asset's underdeveloped Tight Carbonates play, consisting of geomechanical analysis, frac modeling, production modeling, and core testing for acid frac conductivity sustainability. Matured several existing wells for multi-stage acid fracturing at restart. Co-authored SPE Paper for the 2020 IPTC (International Petroleum Technology Conference) held in Saudi Arabia.Analyzed several exploration prospects to 18,000-ft deep with the use of regional analogs. The deep prospects accounted for several hundred million barrels of deep exploration volume. I created the conceptual development plans to support the maturation and ranking of this portfolio and generated the economic models around alternative development scenarios.Served as the technology plan coordinator for the asset; facilitated a detailed cross-functional workshop with Chevron ETC's Focus Area Managers to identify high-impact technologies that could impact the long-term development strategies by highlighting the resource opportunities in each asset class (heavy, tight, conventional, exploration, etc) with their conceptual development plans.

As a production foreman, I was responsible for the day-to-day operational performance of my assets for safety (personal and process), production, and opex. I managed the manpower and resources for 28 platforms, up to 15,000 boed through 4 sales points, and up to 100 personnel any given day. -Received the PREMIERE Award for my Leadership in Safety Performance in Gulf of Mexico. -Managed 4 incident free turn-arounds; worked with team to develop shutdown / startup procedures and IHE plans, and optimized field resources.-Championed lean sigma projects to reduce our opex from $22/bbl to $13/bbl (i.e. transportation, personnel, chemicals, and surface and subsurface maintenance costs) while still improving production. -Reduced Marine Transportation costs from $300k/month to a sustainable $100k/month. -Installed paraffin-cutting wellhead units on wells to reduce paraffin cutting by slickline crews, which also reduced the downhole chemical usage to treat paraffin. Savings of $100k/yr/well with a 50 bopd/well increase.-Optimized field-wide gas-lift injection rates to optimize production via backpressure reduction throughout the system, which also reduced the number of compressors in service (savings in fuel gas, annual maintenance, and transportation).-Leader in our Process Safety processes, specifically the MOC (Mgmt of Change) Process. I reviewed all new or revised SOPs (Operating Procedures), ensured training was provided to the personnel, and ensured the PSSR was complete and accurate before approving the MOC for startup. Shared best practices on temporary and permanent MOCs to streamline common MOCs to increase consistency in the process. Inspired stewardship and personal accountability of Asset Integrity. Participated in iHAZID studies and ensured PHA recommendations were researched and validated.

I was responsible for the reservoir engineering and general project management for the maturation of capital and expense well projects of the Deepwater Genesis. I handled the Business Planning and Outlook Forecasting. I facilitated the Asset Development Plans that aligned our development strategy with our base business. Focused on the single-well maturation of projects, and served as the project manager and the decision analyst for my projects. I was the primary liaison for partners, Exxon and BHP.My projects leveraged new technologies to improve the probability of success; such as Managed Pressure Drilling to drill compacted sands and dilated shales and the use of TTI seismic reprocessing to refine target locations in stratigraphic formations. I incorporated the field’s compaction data, which greatly improved the history matching in the Genesis reservoir models. I modeled well productivity using IPM and Ecrin to identify opportunities to optimize base production and developed an asphaltene stimulation program that increased production by 1,000 bopd. Shared the best practices and lessons learned in AD lookback meetings, DW OPS meetings, Lunch and Learn events, and the GOM RM Forum. I applied Cost Engineering Processes and Tools to assist Dril-Quip in the timely fabrication of a production riser.

I was responsible for optimizing production in the Eugene Island oil assets via coordinating and executing wellwork, flowbacks, and TARs. I was responsible for initiating the SIMOP Plans and served as the primary liaison to coordinate work schedules between FE, D&C, EMC, AD, and OPS. -Planned and executed flowback operations for 12 new completions from a new platform. Worked with D&C and Facilities to accelerate 1st production of the EI 276F Platform 3 months ahead of the business plan by planning the installation of flowback equipment while the rig was on location. NPV = $99.7 MM, for the 8-well drilling campaign. -Facilitated 2 Lean Sigma Projects, with a financial impact of $135,000,000 in 2011 alone by increasing the processing capability of the existing facility by 5,700 boed and realized a $500,000 OPEX reduction in annual chemical costs. -Served as the Project Manager for the field’s TAR, which was an IFO execution involving 25 schedulers and planners with 88 offshore personnel on several platforms.-Managed routine wellwork for several slickline crews to maintain and optimize the field's 11,000 boed rate. Facilitated discussions between Asset Development, Cased Hole, CEMC, and Facility Maintenance. Accelerated the abandonment of wells to avoid corrosion INCs and saved $1,272,000 in Surface Maintenance OPEX for repairs on several severely corroded wellheads.

Responsible for wellwork maturation and reservoir engineering duties for several shelf oil assets. Served as primary liaison for field partners. Matured and executed 1 sidetrack, 3 MRWOs, a well acquisition via pref rights, and several thru-tubing workovers. Developed a reservoir simulation model to optimize the field's development program and understand the sweep efficiency in the reservoir, which reduced 1 sidetrack out of the rig program saving $10 MM in capital. Provided economic analysis for projects in these assets, including facility projects. Responsible for the annual business plan and field impairment studies for the financial team.

Supported the Cat Canyon Heavy Oil Field with Cyclic Steam Response Modeling from field history. I analyzed the thermal responses from cyclic steam operations and developed probabilistic forecasts for high and low responses by reservoir. Developed cyclic steaming schedule to be implemented when field returns to production. Assessed production potential of operating the field under CSS. Ran preliminary economics to assess the potential of developing the field on cyclic steam. Analyzed completion history and recommended best practices for improved wellbore and artificial-lift designs.

Worked in Anadarko's field office in Bryan, Texas for my sophomore internship. The play was focused on the Austin Chalk (limestone) formation, where I gained a lot of good exposure to the engineering design behind fracturing and analyzing the efficiency of the pumping units.