Rena K Email and Phone Number

Responsible for managing and control of global asset capital budget pool of $50MM for capital projects• Managed over $880M on assets globally and $110M annually on new acquisition to sustain operations and maximize revenue• Partnered with geographies to ensure all approvals and supporting documentation were secured and approved at each stage gate review• Tracked and updated all decisions, risks, and action items to ensure project is on track and within scope as well as following up with team members and management to make sure these issues were resolved• Improved and maintained internal processes in the areas of project management, contract management, facilities management and communications• Handled project finances; SAP Fixed Assets activities including capitalization; monthly, quarterly and annual close; Perform Fixed Asset accounting from acquisition to retirement. Technical accounting research related to capital assets. Extensive experience with WBS, AR`s, capital orders, network etc.• Lead planning, budgeting, and supervision of products service line global capital expenditure, including identifying global capital equipment requirements, establishing acquisition priorities, and coordinating deployment/mobilization process globally• Coordinated between multiple manufacturing plants and worldwide operations locations for deploying new equipment to ensure delivery on time• Developed a centralized Asset Management Dashboard to analyze capital asset value, asset utilization, asset depreciation forecast to maximize ROI and asset utilization

• Lead cold stacking process across PSL, make sure PSL adheres to the guidelines set by the Corporate office while maximizing Asset Utilization – resulting in a decrease of 15% depreciation cost to the organization.• Coordinated with primary stakeholders in the PSL and IT, to create and release a Qlikview reporting system for TSS Inventory Performance, increasing visibility, accountability and improving the efficiency of the asset process• Created and reviewed annual capital planning to ensure all capital equipment requirements are met while adhering to global budget plan staying within budget.• Facilitate new equipment deployment with manufacturing and from other global operation locations to help Countries in their operations, ensure assets are readily available and in Country before customer contract execution, facilitate movement of Assets between location and regions• Responsible for asset improvement process, including developing and managing allocation, budget, utilization and deployment application. • Lead and provide guidelines to Country and Regional teams associated with corporate policy on assets• Responsible for managing capital planning cycle, budgeting, establishing acquisition priorities and allocations for deployment and mobilizations globally. • Maintain an overview of assigned tool fleet. Ensuring that the fleet is balanced regionally and globally.

Directed and led improvement in the inventory performance for Eurasia by coordinating between Global Operations, Manufacturing, Regional operations and planning. Led 4 countries with a total inventory of $12-13MM supporting a regional asset value of ~$60MM+. Reporting directly to the Eurasia Regional Manager. In 12 months, led Eurasia team to a Gross Inventory reduction of 7.6% year on year by improving standard work and processes;Improved and created new regional reporting for visibility – improved overall inventory performance and led to a reduction of slow move by 24.5%;Coordinated between multiple facilities for redeploy and balancing open orders to improve regional Turn rate. This metric improved 8 months out of 12 and increased from 2.01 to 2.74 for a 36.3% improvement and was 18% above the Regional target.Implemented better materials controls, analysis and performed individual training. These processes reduced regional redeploy value by 50% from 2012 to 2013 and lowered regional Logistics cost associated with redeployment.

Led Baku team by working with multiple repair facilities to control $3.3M in Inventory, decrease slow move and E&O. Coordinated shipments, arrival of materials and equipment from 5 key global manufacturing locations. Promoted from Operations Material Controller to Regional Master Planner due to sustained and significant improvement in Baku Inventory performance in 12 months. Continuously increased turn rate for 11 of the last 13 months. Increased from 1.46 to 3.25 for an increase in turn rate of 122%. Reduced Baku Gross Inventory in 13 months by 28.3%Reduced Slow move inventory by 75.1%Created Inventory report and performed detailed analysis of Inventory to identify, slow move, excess and obsolete material, dollar value and cost which allowed significant improvement of performance in all metrics by an average of 30%.

Directed and lead R&M repair teams through the Planning process associated with $60MM in complex downhole assemblies. Reported to the Country R&M Manager. Promoted twice from Resource planner, to service planner then to lead service planner. Consistently performed tasks such as budgeting and assigning tasks to shop personnel;Validate asset transfers to ensure the accuracy of data and information associated with highly complex assets system;Closely review cost centers and budgets to verify the cost objects remain in budget and settle correctly [i.e. general ledger accounts, cost centers, sales orders, work orders, WBS etc.Implemented CBM and achieved 90% CBM compliance in the country;In charge of providing Work in Process visibility to R&M Management to maximize output through the use of assets in repair and aged work order reports;Performed cost analysis as required coordinated between operations personnel and accounting on (Lost in Hole) LIH equipment to ensure timely account of lost assets and costs. Performed all relative actions associated with equipment maintenance;Created maintenance orders and perform checks for unsettled work orders that may impact the bottom line performance of R&M by making sure they are settled and cost are properly allocated;Make sure assets have been retired following NCR form to assure proper accounting of depreciation and cost, also expensed scrap items, should make sure they are properly written off the system and removed from SLOC;Interacted with Operations personnel in order to ensure that transfers between rigs are correctly reflected in SAP; Perform end of job task to ensure all resources have been returned from the rig, are properly closed and delivery orders completed. Validate cost with Accounting for zero balance invoicing

• Preliminary planning and development of documentation for certification audit in compliance with international standards. Duties embrace a wide range of accredited certification registration (ISO 9000, HACCP, ISO 14001, OHSAS18001) • Identify and complete reporting on auditor’s availability status and planning auditors visits and results • Set up new client accounts in advance with SGS Group policies and procedures • Process invoices and prepare sale contracts, and monitor pro-forma invoices; • Liaise with clients to ensure that confirmations and invoices are received and dispatched efficiently.

• Responsible for overall project delivery (cost, schedule, quality, information, contracts) on multiple project assignments• Manage project development from conception through completion in accordance with program objectives• Manage the review and approval process for consultant invoices and contractor pay applications and change orders and coordinates with Control Manager for proper posting in reporting program• Analyzed recommendations made by Consultants and ensured that these recommendations are received and discussed by the applicable departments and divisions of the Bank; • Coordinated and monitored the progress of the project to assure the flow and completion of each module on the schedule