Full SCM support of completions, well interventions, and operations in the Bakken and DJ Basins, including management of MHA Nation TERO compliance for work on the Fort Berthold Indian Reservation.

Support of drilling & completions, including 4 drilling rigs, 6 workover rigs, and completions activities in the Williston Basin / Bakken, Paradox Basin (UT), and East Texas.**Fidelity was sold in early 2016**Strategic sourcing: ► Developed and implemented a new vendor onboarding process, including an approved vendors list (AVL) for drilling, completions & operations contractors. Improved spend compliance from 50% to 97%. Consolidated vendors based on cost, quality, technology, and customer service. ► Competitive bidding of ~$200M in annual CapEx spend: OCTG / tubulars, Directional Drilling, Casing Crews, Drill Pipe, Drilling Fluids, Solids Control, Cementing, Fracking, Flowback, Wellheads, Water Hauling, Managed Pressure Drilling, Tubing Conveyed Perforating, P&A, and Generators. $425K cost savings per well x 48 wells = $20.4M annual cost savings. ► 2014/15 cost savings initiative to dramatically lower operating expenses (LOE); 17% reduction.Contracting and Risk Management: ► Developed and implemented a contract management process, including a risk management model to assess risk levels by service type. Overhauled contract templates and insurance requirements, with legal support, to match risk levels. 600+ contracts initiated, negotiated and completed. Negotiated final rates, fees, terms and conditions. Audits to ensure contract compliance. ► Development, with IT, of a custom SQL contract management database for full life cycle management of contracts. ► With safety department, implementation of ISN, including insurance and contracts module.

► Project procurement management for FMC Granger soda ash expansion project - FEED study and detailed engineering phase. 58 process and production equipment, materials, and subcontract RFQs valued at $130M.

Full support of on-shore CapEx and OpEx (LOE) sourcing and procurement for Powder River, Vermejo Park Ranch (Raton, NM), and Uintah (Altamont, UT) Basins. 1,200+ operating wells.* Office closed in June 2011 *►Key support for sourcing of contractors (logging, cementing, perforating, stimulation, pipelining, well hookup), OCTG, line pipe, production equipment (treaters, tanks, pumps, measurement, VFDs/electrical), project equipment and MRO supplies.►SCM support for project engineering and field operations, including a 30-well CBM drilling program.►$26M in CapEx and LOE purchases over a 9-month time frame.

Company-wide procurement management support due to the departure of our corporate procurement manager in 2008.► Oversight and negotiation of sale of surplus equipment, generating cash of $1.8M. ► Negotiation of $1M in A/P debt settlement agreements, saving $323K in cash.► Supervision of Buyer and Clerk.

►Support of Powder River Basin coal processing facility, both OpEx and CapEx.► Strategic Sourcing of indirect spend, project spend, capital equipment, software, and professional services, both domestic and international, $15M in annual spend.► Full lifecycle contract and subcontract management, from $10K to $4M, 200+ MSAs, providing expert direction in the areas of SOW and contract development, SLAs, strategic sourcing, negotiation, award and implementation, insurance, compliance, and close-out.► Project team lead to identify, source, negotiate and implement savings of $35K per month in indirect spend, including utilities, equipment storage, telecom, data and voice T1's, web & data services, office supplies, property taxes, FedEx contract, software licenses, and copier maintenance.►$52M in spend, 4700 POs over 4 years; 200+ contractor and professional service agreements.► International sourcing of critical process equipment / pressure vessels -- India, Europe, US, and Asia -- including a financial model to compare TDC. $10M in project cost.► Rollout of JD Edward EnterpriseOne 8.11 purchasing & inventory modules to multiple sites, including training users, trouble shooting, documentation, refinement, and SOX compliance.► Rollout of Wells Fargo p-card program to 80 cardholders; $2.6M in annual spend.► Rollout of a travel management company to handle domestic and intl travel, including credit facilities for air and hotel billing. Steamlined expense reporting process.

Focus on management of $30M annual raw material and MRO spend to improve cost, quality, and delivery. 4 direct reports: 3 category managers/buyers, 1 clerk.► Managed department resources to effectively meet the Company's Purchasing requirements and KPIs, including assignment of commodities to Buyers, assignment of responsibilities for Buyers, and assignment of overhead initiatives to staff. In addition, maintained resource loading charts to monitor staffing levels monthly for the Purchasing Buyers.► Managed cost reduction programs for all major commodities.► Developed category manager position.► Supplier Development including supplier scorecards, KPI's / Metrics, performance management, improvement plans, and quarterly reviews► Supplier consolidation to leverage spend across multiple categories.► Source analysis including supplier audits; ISO 9000, QS 9000, TS16949► Teamwork with engineering, quality, and operations staff in new product design, development, and rollout.

► Improved customer on-time delivery from 70% to 90% by assessing performance, establishing objectives, training staff, initiating corrective action, implementing Kanban, and improving MRP accuracy.► Reduced inventory from $700K to $388K by establishing objectives, training staff, closely managing purchases, improving MRP accuracy, implementing a cycle count program, establishing a controlled storeroom, and implementing bonding and Kanban programs for high-dollar parts.► Reduced material cost by 4% ($120K annually) by negotiating annual contracts with key suppliers.► Supervision of 1 buyer, 1 materials handler, and 1 clerk.

Provided key, on-site consulting in the implementation of Demand Flow Technology at Fortune 500 firms. Focus on using Lean principles to streamline manufacturing processes to improve OTD, quality, working capital and speed.

Supervision of a multi-shift production team, including 3 supervisors and their 125 direct reports. ISO 9001 implementation.