OVERVIEW:Asked by the VP Treasurer (2023-Q2) to accelerate the free cash flow realization by leveraging Celonis process mining for Receivables & Payables ManagementAsked by the VP Corporate Controller (2021-Q3) to organize the planning and execution of a new profitability programHIGHLIGHTS:✔︎ Co-led the design, implementation, and change management for a new P&L in Schlumberger’s primary SAP ERP – with a focus on 1% to 2% EBIT improvement and goal to improve margins and change behaviors by providing visibility and profitability elements (at appropriate granularity with actionable insights)✔︎ Project received special CFO Award and Performed-by-Schlumberger (PbS) Bronze Award in 2024

OVERVIEW:Tasked with reorganizing the team and restructuring the portfolio of initiatives. Led a team of 30 direct reports and reported to the Houston Financial Hub Manager. Managed a $5M annual budget and contributed to the design of the entire Schlumberger finance strategy plan each year, as well as developing and executing the subset of the strategic plan assigned to the team. Continually built alignment and collaboration with other groups and departments.HIGHLIGHTS:✔︎ Achieved $15M hard savings from completing “6-in-1” shared service transition of 250 positions to South America in only 3 months for each of 4 waves (without material impact or issues with accounting operations performance)✔︎ Led a Finance 4.0 project that resulted in a 20% efficiency gain and reduction in the financial month-end close by 1 full workday to 3 WD. Conducted a holistic review of financial processes, policies, and other factors. Rewrote financial procedures and policies, simplified financial reporting, and instituted a series of additional strategies✔︎ Drove a $17M annual hard savings via finance process automation and process efficiencies within the Houston hub, along with a $3.5M savings from 80% automation of balance sheet/notes process✔︎ Contributed to the largest SAP go-live in company history (involving 20K end users) with data cleansing, data migration, and training components✔︎ Reduced DSO by 40% in North America billing through process automation and change management✔︎ Implemented Scrum at scale for the month-end process for general accounting (involving 400 HC)Two times recipient of "Performed by Schlumberger" (Bronze) award

OVERVIEW:Transitioned to a strategically important role in the midst of Schlumberger’s acquisition of the Cameron Group. Guided a team of 20 within the Houston hub, reporting directly to the VP of Manufacturing and VP Controller, Cameron Group. Deeply involved from a financial standpoint in the VP of Manufacturing’s overall strategy, as well as extensive integration work.HIGHLIGHTS:✔︎ Played key role in 50% WC reduction and 66% inventory decrease in 3 years by assisting the VP of Manufacturing for the Cameron Group with the company-wide Working Capital Reduction Program✔︎ Led the deep integration of Cameron within Schlumberger, including P&L reporting, policy integration, hub merger, and cost alignment functions

OVERVIEW:Oversaw team of 20 and reported to the VP Controller, Cameron Group. Held responsibility, alongside divisions and functions, for a business segment with $6B in annual revenues. Maintained an extremely heavy workload due to the recent acquisition of Cameron by Schlumberger and the subsequent expanded activities associated with the integrationPerformed consolidated monthly and quarterly reporting for the group CEO and CFO. Provided input for 10-Q and 10-K as well as other external reporting. Forecasted and reported on cash flow, working capital, P&L, and balance sheet. Contributed significantly to the budgeting and quarterly ROFO (rolling forecast) processes for the entire segmentHIGHLIGHTS:✔︎ Spearheaded a series of high-impact improvements that included streamlining internal reporting processes, introducing new processes to simply activities for the Accounting team, increasing collaboration and alignment across functions, and optimizing investments in SAP reporting capabilities✔︎ Delivered well-received presentations to the executive management team on a wide variety of topics (frequently on very short notice and extremely tight deadlines)

OVERVIEW:Promoted to join the Finance Process Improvement Group. Managed project teams of 5-10 and reported to the Finance Lean Six Sigma Director. Contributed to all aspects of the department’s strategic planning and budget activitiesHIGHLIGHTS:✔︎ Contributed to 20% increase in on-time delivery company-wide in 2015 by rewriting the entire Grants-of-Authority policy to accelerate approvals for $100M+ of CapEx and $1B+ of direct material✔︎ Improved performance of Accounts Payable and Procurement by 30% through turning around a struggling supplier self-service platform adoption✔︎ Consolidated financial accounting activities from 25 large plants into a single hub, representing a substantial improvement in efficiency

OVERVIEW:Hand-selected by management to take on this role and lead a turnaround for an under-performing operation (Cameron suffered significant fines from major software companies for being out of compliance). Led a team of 5 direct reports and reported to the Finance IT Director. Planned and administered $80M annual budget. Represented the company in multiple global and U.S. audits with SAP, Microsoft, and BSAHIGHLIGHTS:✔︎ Saved $16M in total software costs (55% hard savings) over a 3-year period through effective management of large IT budgets ($80M CapEx/OpEx) at under 2% vs. forecast✔︎ Negotiated $20M+ in licenses and multi-year, complex enterprise agreements with SAP, Microsoft, Autodesk, and other major software vendors. Utilized outside-the-box approach by starting with the most complex and expensive contract (SAP), taking control of the contract as a foundation for a subsequent large $10M purchase✔︎ Created the entire global Software Asset Management function from scratch for the first time in the history of the company, managing everything from conceptualization and initiation to planning and execution✔︎ Developed the company’s first-ever global software assets governance model (40 processes), along with building a top-performing team and robust operational capabilities

Business Process Lead at Corporate level, part of the Global Organizational Leadership Development (GOLD) Program, an initiative by Cameron to develop its next generation of business leaders:✔︎ Created and managed $300M annual IT budget in support of the CIO. Optimized and streamlined SAP hosting contract & spend w/ IBM✔︎ Delivered successful pilot and business case for a solution to manage 3rd party sales agents commissions (Vistex)✔︎ Continuously identified areas in functional business area where improvements can be made to streamline workflow and application flow resulting in measurable savings of time, effort and money✔︎ Served as a liaison between the business and IT

✔︎ Built and managed data centers for seismic imaging processing (4 server farms in 3 countries, with over 2,000 UNIX/Linux systems. Led team of 5 computer engineers.✔︎ Awarded 2007 Special Meritorious Award for Engineering Innovation (as part of 3DGeo team) by Hart’s E&P