Spectra Energy is an S&P 500 company that operates in three key areas of the natural gas industry: transmission and storage, distribution, and gathering and processing. Spectra also operates three oil pipelines. In February 2017, Spectra combined with Enbridge to become North America’s premier infrastructure company.Recruited by the VP and Chief Procurement Officer into a newly established Director role to assist him and his leadership team in driving the transformation of the recently reorganized and centralized Supply Chain function to be recognized internally and externally as high value, high performing function. Managed team of supply chain and finance professionals responsible for building, driving, and managing the strategic planning and performance measurement for the Supply Chain function. Defined and measured strategic objectives and milestones, financial targets, work planning, performance management, supplier audits, and supply chain risk management. Key member of Enbridge-Spectra integration team to assess and manage key risks and requirements for Day 1 merger readiness and to ensure successful delivery of Year 1 synergy targets. Led preparation of financial and operational performance results and resource plans for immediate post-Day 1 consolidation & analysis and deployment of critical policies/standards.

Designed, developed and led BP's global upstream risk and contract compliance and audit program, covering commercial and corruption compliance risks across its 16,000 and $30b pa spend supplier base. Across the 5 years since its inception in 2009, the commercial audit program identified over $200 million in overpayment claims, with cash recoveries in excess of $100 million. The anti-corruption audit program is recognized to be a BP and industry best practice, with material findings that have resulted in repercussions including vendor and contract terminations. Moreover, key gaps in contract terms and conditions, delegations of authorities, and P2P controls have been systematically identified and remediated. The risk & controls gap analysis has led to clearer visibility to BP's risk exposure and its options to intervene in regulatory, operational and financial matters.Program included systematic testing of commercial remuneration terms that resulted in recovery of over-payments as well remediation of key contract terms & internal controls. Anti-corruption audits tested BP's suppliers for adequacy of their controls to detect and prevent acts of bribery as required by US FCPA, UK Bribery Act & multi-national anti-bribery and corruption legislation. In addition to resolving contract non-compliance issues with suppliers, audits enabled visibility to BP's contracting and contract management issues causing value leakage or other key risk exposure.Having a good understanding of BP's contract terms and conditions as well as contract management process has been key to success. Focused on building professional auditing standards, processes, and capability, I led the global Upstream supply chain organization in systematizing a risk assessment process that not only informed level of audit required, but also enabled root causes analysis of non-compliance, identifying gaps in internal controls, and promoting learning and continuous improvement across the business.

Led risk and controls audits across BP Group (e.g., Upstream, Downstream, Supply Chain, IT&S, Finance, etc.) to evaluate the effectiveness of BP’s system of internal controls, offering opinion on design and operating effectiveness of controls to address key risks. Significant audits included testing of program management controls to deliver BP’s Forward Agenda, which was BP Executive Team’s strategy to accelerate delivery of the Group Plan; evaluating design effectiveness of BP America’s authorities to discharge its accountabilities; and review of Upstream PSCM controls to deliver its segment operating standards and processes (category management, common authorities). Developed annual risk-based audit program in consultation with business. Delivered key sections of BP’s Main Board Audit Committee (MBAC) Annual Report on BP’s System of Internal Controls. Strengths in COSO and enterprise risk methodology, ITIL, COBIT, BP management systems and control frameworks.