Within five months of forming the legal entities, recruited top tier executive talent, organized funding for and acquired a fleet of semi trucks and trailers, supporting heavy equipment, 10,000 sqft repair shop, hired and onboarded drivers, mechanics, admin, etc. Successfully navigated and attained all required regulatory hurdles (MC, DOT, IFTA, OCC, etc). Business development expeditiously grew operations. Within three months of becoming operational, we averaged 3,000+ tons/day or transported product.

Mustang Star Auto Detail & Car Wash offers a full lineup of detailing services (details, paint correction, ceramic coating, wraps, PPF, etc), IBA, self serve, and vacuum stations. Implement systems and processes for business to function and grow without owner’s presence. Provide strategic goals and guidance for mid- and long-term growth goals. Review corporate financial statements, budgeting, and projections.

Hunters Landing Realty owns and manages 40k+ sqft and 36 doors of commercial and multi-family real estate assets.Responsible for corporate level financial, securing funding, property management, project management, maintenance crews, unit turnovers.

Dunn Energy has non-operated and royalty interests in 300+ oil & gas wells across six states. Dunn Energy no longer has any operated assets.

- Grew division’s gross revenue 155% within 10 months and reorganized for optimal divestiture value and logistics. Division was under LOI within 12 months and divested within 15 months.▪ Executive business development and project management. ▪ Responsible for negotiating long-term contracts (10 year average term) with customers, and liaison between attorneys for in-depth contracts.- Project level financial modeling to determine project economics and customer pricing. Presented projects to executive leadership for budgeting and approval.

- Led a multi-functional team to facilitate, compile, process, and QC the company’s mid and long-term asset, production, and financial projections (financial analysis). - Result: Saved ~850 man-hours / year- Completely revamped the processes, commissioned new databases and files supplying data, and calculations within the POD process. Truncated obsolete and unnecessary data. - Result: Saves ~500 man-hours/year- Monthly Well Performance Meeting (WPR): The WPR is a multi-functional meeting, that occurs monthly, and is used to communicate the WWFs to executive management – What happened? Why did it happen? Future: how does it affect the future? - Revamped WPR content, data sources, and significantly increased expectations and accountability. - Result: saves ~750 man-hours / year and provides significantly improved transfer of knowledge to corporate leadership. This improved transfer of knowledge allows upper leadership the ability to tailor today’s decisions from more up-to-date, accurate, and concise information.- Project Schedules: - Communicated across multi-disciplinary teams to compile and output weekly project schedules (current to 18 months out) that was driven off 150+ predecessor and successor milestones and pinch-points in the schedules.

- After just three months with American Gypsum as a Process Engineer, I was promoted to Plant Engineer -- a position normally reserved for professionals with 10+ years in the wall board industry. As Plant Engineer, I managed three departments of ~70 total team members – maintenance, electrical and controls departments. - Researched, budgeted, and rationalized (future impact, ROR, etc) the plant’s capital improvement projects to corporate leadership, planning and implementing said projects, and post assessing the projects to determine variances from the original plan. - Start to finish, directly responsible for project success: engineering, accounting, plan variances, timeline, HSE on-boarding, etc. - Reviewed company and plant financials (P&L, etc) to determine my departments’ budgetary status and for accuracy. - Spearheaded new standards, processes, and increased expectations. This, along with the coordinated efforts of multiple departments, led to many operational milestones being surpassed, including several five-year records for ‘waste’ and ‘delay’.

-- Responsible for supporting maintenance and production departments with engineering and analytical analysis. -- Assist in defining, justifying economically, and implementing large and small scale capital improvement projects.

- Held multiple engineering and operational positions across multiple states, departments, and sub-specialties. - Project sizes ranged from $250K - $10MM for a total of ~$100MM / year - Project duration ranged from one week to six months. - Fully responsible for scoping estimates, final budgeting, project level P&L, and ongoing/final accuracy of actual vs projected costs. - Responsible for all aspects of project budgeting, planning, scheduling, procurement, operations, trouble-shooting, HSE, and post assessing. - Responsible for all A/P approvals, asset transfers, vendor selection and scheduling, pricing and contract negotiations, hiring/firing field personnel, et cetera. - Central Oklahoma - Over the first three years, reduced average project cost 31% over competitors and, through improved operational efficiencies and the economical implementation of technology, reduced average project duration by 6.81 days. - Oklahoma Panhandle - Over the first 18 months, reduced average project duration from 30+ days to 13.14 days, reduced project costs from $2.1MM to $1.37MM, and reduced outliers by 68%.- Directed increased expectations and new standardization for reporting requirements in the field and office across multiple departments. - Regularly managed Unit’s high-profile, critical, one-off, and most challenging projects. - Onboarded new projects by building, developing, and leading the team towards a unified vision, goals, and expectations. This allowed us to cohesively work together to overcome the challenges and take advantage of opportunities to improve operations, financials, reduce risks, etc.

-- Calculated/measured mud properties and adjusted chemical additives accordingly.-- Repaired, maintained, and supervised mud pumps’ and other solids control equipment operational status.-- Assisted driller and tool pusher in daily operations of drilling rig. -- Helped coordinate and supervise work efforts of crew members.