End User Solutions Asset Operations Manager for Asia & the Pacific. Responsible for end to end operations of all end user asset services; facilitates management of Office 365 Cloud services and Mobility solutions enabled by GIL Agile and support the continued integration of end user technologies. Manages teams in Manila, Singapore & India.I work closely with Americas Operations Manager and EMEA Operations Manager to ensure reliable 24x7 operations of Chevron's worldwide End User Solutions assets including Messaging, Mobility Infrastructure, SharePoint, Search, Web and Video conferencing, webcasting, Virtual Desktop and all Office 365 services (Windows, Office, OneDrive, Skype for Business, Teams, Planner and more). The operations team is also involved with design and deployment of major IT initiatives such as GIL Agile, video conferencing, and mergers and acquisitions

Managed the Manila Technical Support Center’s Test & Integration Team & test laboratory. The team performed system integration &user acceptance tests where simulation of supported hardware and software was conducted for retail systems solutions in the Asia-Pacific &South African countries such as Singapore, Hong Kong, Philippines, Thailand &Cambodia. In addition to the Asia Pac, my team functioned as a testing resource to the North America Back Office System (BlueCube). Contributed in defining the GMIT testing methodology, strategy, and processes to be deployed in Asia Pacific. As Test & Integration Leader, supported problem investigation and resolution through the use of test systems and the provision of skilled resources. Maintained an up-to-date test lab and facility that was capable of replicating supported production environments, working as well to broaden the capability of the lab. Additionally, a significant aspect of my position involved promoting the development and implementation of Quality Assurance methodologies within Global Marketing IT. • Process Migration: Successfully migrated the Retail Operations Center from Bangkok, Thailand to Manila, Philippines in November 2005 specifically ensuring that the readiness of the Manila infrastructure for the additional processes and laboratory set-up for the retail stations in Asia Pacific ahead of schedule, within budget and without interruption to the business.• Operational Excellence: Worked with Solutions Teams (POS, BOS), Envoy Support Teams (and similar groups that operationally supported tested systems), Retail Accounting, Retail Automation Coordinators, Product Owners, Deployment Teams, and Business/Product Analysts, ensured that deployed systems were defect-free, properly integrated, and met operational and business requirements. • Partnership: Collaborated with the Finance & Retail Technical Teams in making sure that all software releases are SOX complaint and is aligned with the business.

Manages the Chevron Private Cloud (CPC) Team responsible for the end-to-end design, delivery and support of the compute, storage and network infrastructure required to host Chevron’s global portfolio of on-premise applications. CPC continues to advance our Private Cloud Hosting strategy by partnering with Microsoft and Cisco to deliver Azure Stack which is the on-premise equivalent to Microsoft Public Cloud Service. CPC is also migrating towards a fully codified Infrastructure to take advantage of the latest in automation.The CPC teams is responsible for global design and operation of the Service -which includes 24x7 support for a base of over 8000 servers (Linux/Windows/VMware). Responsible for the creation, deployment and maintenance of standards and procedures for Chevron hosting infrastructure and for global consulting for Chevron Business Units. • Cost Savings: Six process efficiencies amounting to $27,500 were implemented for the first quarter of the year. Five automation projects on-going which will result to 20% reduction of tickets in operations.• Organizational Capability: 90% Red Hat training completion to all analysts / (60% certified, remaining to be scheduled) and continuously build capabilities for Azure, Service Now, Ansible, Hyper Flex• Process Migration: Migration of the 40% left operations to Manila for efficiency

Managed 4 sub-teams/process (Technical Leads/ 12 FTEs) comprising of Metrics & Reporting; Lean Six Sigma; IT Reliability (Major Incident Management); and IT Service Management Stewards, to deliver reliable, efficient, secure, and cost competitive IT Services to Chevron. Manage the Operations Reliability and Process Improvement Team to drive the reliability, efficiency, and continual improvement of operational processes and tools across IT, as well as drive the execution of reliability and continuous improvement processes within IT. Partnering with the Service Management Office, the team provides subject matter expertise to support the development and adoption of IT Service Management standards, processes, and systems; provides leadership to support delivery of cost effective, Operational Excellence (OE) compliant IT solutions that support the IT Management Asset; lead and champion continuous improvements to grow and sustain a lean culture.

Manages the Chevron's Lesbian, Gay, Bisexual, Transgender and Allies Employee network “PRIDE” Leadership Team to connect, develop, and inspire Chevron's PRIDE Network through innovative opportunities aligned with business objectives to ensure the future success of the corporation. Paved the way for the approval of the Domestic Partner benefits & gender neutral restrooms.• Cost Savings: Made sure that all events are carried out within the allotted budget and still have space for savings without sacrificing the quality of events. Carried out a total of 12% savings from the 2015 budget.• Compliance: Made sure all events are in accordance with Chevron’s compliance. Partnered with the Compliance team to conduct regular reviews and look back to all events; successfully zero compliance issues n PRIDE events. • Partnership: Partnered with the different Employee Network Groups (ENG), Special Interests Groups (SIGs) & Diversity Council and made sure all events are aligned with company focus & business direction. Made sure that consistent messaging across all functions.

Provides leadership and direction to the Crisis Management Committee; ensuring that emergency response and crisis management actions are carried out in a manner consistent with Chevron’s core values and policies, as well as its Tenets of Operational Excellence.Worked with the Crisis Manager to ensure the effective and efficient use of the processes and procedures described in the Crisis Management Plan during crisis or potential crisis situations.• Cost Savings: Carried out a total of US$ 30,000 savings in 2015 through inventory reallocation and vendor negotiations for the BCP site.• Compliance: Developed effective evergreen process to make sure all disaster recovery & business continuity plans are up-to-date and contains the latest critical processes.• Partnership: Partnered with Information Risk Management, Category Management, Product Management, SLM Tools, Application Packaging & Delivery and other ITC service groups to communicate cost management opportunity and risk assessments

Managed 5 teams (5 Technical Leads/ 10 FTEs) comprising of Business Planners/Financial Analysts; Procurement Specialists; Root Cause Analysis Facilitator, Business Continuity Planners, and Lean Sigma Facilitators for Infrastructure Assets to deliver reliable, efficient, secure, and cost competitive IT Services to Chevron. Managed the Operations Reliability and Process Improvement Team to drive the reliability, efficiency, and continual improvement of operational processes and tools across IT, as well as drive the execution of reliability and continuous improvement processes within IT, as well as drive the execution of reliability and continuous improvement processes within IT.• Process Migration: Lead the migration of the Asset Business Planning & procurement to Manila on time and no interruption to the business.• Compliance: Improved & implemented and sustained a robust Procurement process to make sure all IT Procurement meets compliance requirements on-time and on-budget.• Cost Savings: Carried out a total of US$ 180,000 software savings in 2014 through inventory reallocation/improvement, and vendor negotiations• Partnership: Partnered with Information Risk Management (as an orphan Asset to prepare and maintain their business plan), Asset Planners & Managers to communicate business plans and cost management opportunities

XYZ is an Employee Network Group that connects, develops, and inspires Chevron's next generation through innovative opportunities aligned with the business objectives of the corporation.Co-managed the XYZ Philippine Chapter with 2 Strategic Arm Leaders (Career Development, On-Boarding & Networking) through innovative opportunities that are aligned with business objectives to ensure the future success of the corporation.• Cost Savings: Made sure that all events are carried out within the allotted budget and still have space for savings without sacrificing the quality of events. Carried out a total of 12% savings from the 2013 budget.• Compliance: Made sure all events are in accordance with Chevron’s compliance. Partnered with the Compliance team to conduct regular reviews and look back to all events; successfully zero compliance issues n PRIDE events. Created standard documentations that are compliant to Chevron processes to eliminate or reduce risks. • Partnership: Partnered with the different Employee Network Groups (ENG), Special Interests Groups (SIGs) & Diversity Council and made sure all events are aligned with company focus & business direction. Made sure that consistent messaging across all functions.

Responsible for managing Chevron’s global infrastructure assets including data centers, networks, messaging and meeting tools such as email and AT&T Connect. The division provides infrastructure operations and support, maintains the infrastructure asset portfolio, and manages infrastructure solutions. I was responsible for providing processes efficiencies and identifying cost savings for the business unit.• Process Improvement: Implemented a Lean Six Sigma project to improve Network Device Registration total soft savings of 150,000 USD a year• Process Migration: Lead the growth IA Server Team in the migration of processes and transferring work to Manila. Created process migration procedures and best practices to make sure migrated processes are on time & within budget.• Compliance: Implemented and sustained a robust evergreen process to maintain compliance or processes for Work Intake e.g. RACI, software licenses renewal• Cost Savings: Carried out a total of US$ 360,000 software savings in 2015 through inventory reallocation, SW consolidation, and vendor negotiations• Data Analytics: Provided data analytics that provide operational trends that can be used to initiate process efficiencies and improve customer experience. • Partnership: Partnered with Asset Managers and other ITC service groups to communicate cost management opportunity and risk assessments

Managed the 1st 24x7 technology service center team composed of two team leaders and 33 FTEs with two sub-team leads, in providing IT technical support to 10,000 Chevron retail stations with both service center and back-office functions servicing retail stations in the North American region by fixing computer components such as point-of-sale, back-office, pumps, satellite, express payments systems, etc., in real time. • Operational Excellence: Significantly improved the Service level metrics - from 59% in 2010 up to 76% SLA in 2011 up to 81% in 2012 through leading the implementation of the integrated coaching methodology, behavioral management, and several key process improvements using the Lean Six Sigma methodology• Quality Assurance: Drove the improvement of Call and Case Quality Assurance, brought up the average Call and Case score from 85% in 2010 to 92% in 2011 and 93% in 2012• Partnership: Performed Software/ Product management role—oversaw that all EPOS software-related bugs and defects raised to the team are escalated to the software vendors to have the fixes included in the next sets of Software upgrades. • Partnership Facilitated collaboration and negotiations with stakeholders, including the global POS product teams, network teams, the retail business, and 3rd party vendors to meet the KPIs

Managed the migration of various business processes from other Chevron entities to the MDSC. This required working and coordinating with other nationalities and traveling to the location from where processes were being migrated. I was assigned to multiple projects simultaneously, which required creative time management and multi-tasking abilities. Provided guidance and led the project team as per requirements of a given assignment. Acted as a temporary Supervisor from time to time on a given site where project activities were being carried out. As Acting Supervisor, managed the daily project implementation schedule and activities, ensuring that these were completed while adhering to safety, quality, and timeline expectations. • Process Migration: Successfully migrated the service center processes of the Chevron Americas to the Manila Shared Services Center (32 FTEs); scope included gathering all business requirements, documentation, training facilitation to the new staff, system and telephony set-up, staff hiring and training, in country legal requirements fulfillment and vendor management. This was done 3 months ahead of schedule.• Project Management: Successfully migrated the Caltex Philippines Customer Service Center processes to the Manila Shared Services Center (9FTE). • Project Management: Managed the deployment of the UCCX (Cisco Telephony system) to the Manila Shared Services Center• Operational Excellence: Part of the team who successfully implemented the MSSC-wide Business Continuity Plan which set-up another remote office with independent infrastructure that can accommodate 600 critical processors in the event of a BCP

Developed and sustained the Global Downstream (GDS) IT’s organizational capability by supporting the Global Downstream IT Organizational Capability Manager in achieving its GDS IT Organizational Capability (OC) objectives.• Partnership: Collaborated with in country local HR Business Partners and made sure hypo’s developmental needs are addressed by proper training needs.

Deployment Coordinator for Thailand Class-Of-Trade in the transition from project phase to production support phase. • Operational Excellence: Worked with in-country Retail Systems Team, in-country Retail Automation, and Third Party Vendor to make sure the deployment is within the schedule and budget.

Managed the testing team of the 7-Insight HQIA Retirement that focused on the System Acceptance Test (SAT) that verified Web Access reports and verified that Merchandising Data Mart Universe objects were functioning accurately as specified by the user requirements documentation for the release.

Senior Test Analyst in the Siebel application for the Bank of New York. The Bank of New York is a global leader in securities servicing for issuers, investors, and financial intermediaries in more than 100 markets worldwide.

Senior Test Analyst in the MAXIM integrated platform for Telstra major Marketing, Sales, and Service CRM applications, a key step in improving the customer experience and creating ‘one Telstra’ for its customers. Ensured that all modules passed the business needs.

Managed the testing teams tasked to do the regression of Sabre/Oscar Teller, a branch banking system for Citibank designed to improve the bank’s capability to compete with other financial institutions.

Led the regression of different online applications of Citibank Philippines due to the implementation of VAT on all interest income, fees, and commissions as required by Revenue Regulation. Specifically, the project involved the VAT computation that will be imposed on the bank and passed on to its customers.

Led the Citibank GCAT Vietnam project that upgraded current ATMs with the new NCR model P74 with new software, Global CAT. Global CAT is an ATM platform independent software that can run on NTCATs, NCR P74s and P75s, Siemen-Nixdorf and other future ATM hardware. The objective of the project was to improve customer service by migration of the ATMs to the regionally recommended platform.

Led the business upgrade of existing ATMs to Global CAT (GCAT), in line with the global directive of standardizing Citibank’s ATMs. The project involved ATM hardware, specifically the upgrade of the CAT engine to CAT2E, as required by GCAT.

Business Analyst in the Project Sun Link-CRM Phase 1B Implementation of a Siebel Financial Services package development and customization project. The objective was to allow one client view showing all policies, plans, and funds held by a client and create a POLI-I type presentation of information from Pre-need and Mutual Funds. This would provide enough data so customer service staff could answer the most frequently asked questions, freeing the backend from simple inquiries.

Responsible for the assessment and review of the skill levels of each resource in the company to match a client’s project requirements, then assigning the appropriate resource to a project.Member of the analysis team tasked to define the Information Architecture for Vertex Utilities Billing System, a major utilities company based in the United Kingdom.

Member of the analysis team tasked to define the Information Architecture for Vertex Utilities Billing System, a major utilities company based in the United Kingdom.

Led the IC Card Ticketing Project that built an integrated smart card ticketing system for transportation services in Taipei. Its aim was to integrate the systems of providers of rail services, bus services, and car park central. The system supported card issuance, card re-loading and auto-reloading, card management, transaction collection, and clearing and settlement of transit transactions, with a plan to extend future transactions to non-transit applications.

Managed the Capital Bank’s Strategic Motor Solution (SMS) project, an application to streamline and automate the credit management core processes, particularly application processing, using the Component Based Development (CBD) approach. The SMS program was composed of four inter-related projects, namely: the Application Processing System, which automated the credit management core processes from capturing credit proposals, financial calculations, assessing deals, underwriting, vetting, sweeping, and payment preparation; Third Party Commission, which provided a central Third Party Maintenance and generic commissions calculation system for commissions paid to Third Parties; Support Services, which provided facility for system set-up maintenance and interface components; and Basic Functions, which provided structured reusable components for the entire program based on proven methods and standards, applied particularly to the development and system environment, tools, and security to maximize productivity while preserving the high quality of the result.

Managed the testing, integration, and implementation of an Automated Credit Management System for Capital Bank, a major banking institution in the United Kingdom.

Led the team responsible for the Windows NT Y2K upgrade certification and Y2K inventory assessment for ING Barings, a major international financial institution based in Hong Kong

Led the End-User applications for Y2K compliance for Merrill Lynch, an international financial institution based in Hong Kong.

Participated in the development of response to an RFP (Request for Proposal) for Hong Kong Telecoms, a telecommunication company based in Hong Kong.

Took part in the prototyping of an integrated automatic fare deduction/collection system for a consortium of major transport service providers based in Singapore.

Played a major role in the implementation of an integrated automatic fare deduction/collection system for a consortium of major transport service providers in Hong Kong. The consortium included bus, ferry, and train mass transportation providers. The system used the then emerging Contactless Smart Card technology.