• Accountable for information security in the Americas o Executive engagement: shaping cyber strategy to complement the business; increasing senior executive awareness of the cyber threat landscape o Front line business engagement: ensuring line adoption of cyber security practices and programs o Cyber education and awareness: deploying training within the business; including cyber safety stand‐ups and presentations to business• Accountable for global cyber incident management. Established a cyber incident team focused on assessing the business impacts of an active cyber event; assisting with mitigation, response, and communication plans; and following through on lessons learned to reduce the risk of repeat incidents• Expanding BP’s cyber security presence, both internally and externally, speaking at events such as the Offshore Technology Conference Supplier Forum and i‐4 Forum 99• Serving as the DS Diversity & Inclusion Champion

• Launched BP’s Upstream Data Lake service ‐ foundational to Upstream’s Big Data & Data Science initiatives• Established a Dev/Ops capability supporting a wide array of data ingestion and provisioning requests• Initiated Upstream's Data Marketplace ‐ a cornerstone of the Connected Upstream initiative, which serves as an intuitive customer interface to enable end‐user development and drive big data insights• Stewardship over the High Performance Computing (HPC) capability within BP• Stewardship over the High Performance Computing capability within BP• Primary IT&S liaison for the Upstream Technology function and external organizations/BP vendors addressing innovative technologies • Served as the Upstream IT&S Diversity & Inclusion Champion

• Accountable for the IT service and value delivery across the GoM, NAG, and NGL businesses, including:o Managing client relationships and providing continued cost transparencyo Delivering IT&S investment projects in support of the business strategyo Ensuring value delivery and adoption of new digital capabilitieso Providing quality services within business‐driven service levels• Managing a team of ~75 IT professionals, including a dozen BP employees and 60 contract resources• Accountable for an overall total budget of ~$100m, including ~$40m in business funded support and projects• Served as IT&S Western Region Risk Champion; developed group‐wide risk updates for the BP Main Board Audit Committee (MBAC)

• Participated in the core team to transform how IT works within BP, including reengineering IT processes; clarifying IT accountabilities; redefining the IT sourcing strategy; and assessing internal capability needs.• Led the deployment and execution of the IT transformation program within the Upstream business, including restructuring the Upstream IT organization; establishing continuous improvement processes; and launching vendor management within Upstream IT as a new capability.• Developed the initial Upstream IT vendor management strategy, including the implementation vendor performance metrics and quarterly vendor performance reviews.• Led the adoption of the Applications Development/Application Management (ADAM) vendor strategy.

• Direct management of large digital programs with total spend of $35-75+m and teams ranging from 70-100+ full-time resources• Partner accountabilities: business development, senior executive buy-in, risk mitigation, budget management, delivery excellence, contract management, and transition to operational support • Org. change and capability delivery: clear alignment of the business processes to the organizational roles, responsibilities, performance metrics and incentives• Value-driven delivery: spanning enterprise-wide change programs (SAP, Oracle, PeopleSoft and JDEdwards) to specialized capability development (e.g., trading & risk management systems or terminal management systems)• Outsourcing: infrastructure management, applications support, and application development – driving annual savings in excess of 35% • Operational support: encompassing a full range of digital functions and an organization exceeding 120 personnel globally with an annual labor budget of $10+m• Operational Risk Management and Quality Review: developed processes to govern the delivery of a multi-year engagements• Personnel leadership: accountable for 125+ consulting personnel, including managing retention, attrition and personnel satisfaction; establishing performance expectations, ratings and salary administration; ensuring Accenture’s global vision, strategy, and training content are delivered effectively to all personnel; instilling a sense of culture in Accenture’s people; and championing Accenture’s core values• Founding Executive Sponsor of Accenture’s Houston Office Diversity Program: one of the first within Accenture and launched the Houston Gay and Lesbian D&I team• Select Quality Assurance Partner: certified to review Accenture’s largest and riskiest engagements; focusing on risk management with an emphasis on contract, delivery, relationship, and organizational risk mitigation• Vendor Relationship Management: responsible for SAP in N. America and SAS globally