At Full Cycle Resource our mission is to pioneer sustainable solutions that close the loop on resource consumption. FCR provides sustainable solutions consulting, providing a range of services including market research, due diligence, Go-To-Market planning and execution, process improvement, and operational execution. Our portfolio of clients include United Nations Trade and Development (UNCTAD), iDE, and WasteAid. With projects funded by the UN, and the World Bank. Operating across North America, Europe, East Africa, and Asia Pacific.

Undertaken three startup ventures, each leveraging superior supply chain, marketing, and operational strategies to capture niche markets within the rapidly expanding Asia Pacific region. Received FDA production and product license and OTOP product license.

Led Hydranautics’ water management, carbon capture, and natural gas separation products into the O&G market. • Formulate and implemented GTM strategy by identifying and tracking 95 in-scope projects, resulting in implementation of over 24 projects, market entry into West Africa and North Sea with 40% YoY revenue growth in 2019 – 2020. Received Nitto Denko’s President’s Award.• Identified sales channels, customer mapping, stakeholder analysis, product strategy roadmap and sales strategy. Resulting in engagement and FEED partnerships with two of the world's largest FPSO operators and five major oil companies (Petrobras, Shell, BP, Saudi Aramco, and Abu Dhabi National Oil Company), and dissolution of 2 competitor exclusivity agreement.• Led collaboration of Nitto Denko and HYN with major oil and gas producers in development of gas separation membranes (methane and CO2). Gas Separation Membranes can be utilized for direct air capture, enhanced oil recovery and CCUS or industrial processes removing, purifying, and upgrading natural gas. Effort culminating in a field trial for Chevron in California.• Led R&D development for Produce Water treatment in collaboration with Kuwait Oil, Saudi Aramco, and ADNOC for water reuse for industrial and agricultural applications, resulted in field trial for Saudi Aramco.• Led the strategic partnership with Solvay S.A., resulting in R&D partnership, and joint partnership

• Managed product line engagement for 9 Aramco divisions, 45 concurrent projects, with direct reporting of 18, 150+ personnel, with 50M annual revenue. Resulting in 25% YoY revenue growth, and 25% increase in profit margins. • Introduced and implemented solutions to Aramco’s loss circulation challenges, resulting in incorporation of solution into Aramco SOP. Led global product line in NPI sales and set new revenue record for Saudi Arabia.• Led strategic joint-development initiative with Saudi Aramco EXPECARC, delivering 4 products, with an additional 4 products in the pipeline. • Led a 20% fleet capacity ramp-up, strategically consolidated the Qatar laboratory into the Saudi Arabia, and integration between operational and R&D at the Dhahran 4.0 laboratory. • Streamlined the Front-End Engineering Design, Technical Reporting, and QAQC reporting structures, resulting in 3,000+ engineering hours savings within the Kingdom. Identified and implemented corrective actions for service delivery, resulting in Resulting in 99.6% operating efficiency for 85000+ operating hours.• Led a strategic tender spanning three years, with a total available market value of $250 million annually for KSA. Led strategic tenders worth $10 million for market entry in Bahrain. BHI became the second largest service provider by project volume within KSA.• Successfully negotiated with key global vendors reducing overall logistics costs by 30%, lead-time from 60 to 15 days.

● Led evaluation of initial 28 country product line divestiture.● Created evaluation model for a divested product line valued at 350+ million USD for finalized in-scope countries. Evaluation was accepted by Goldman Sachs, General Electric, and Private Equity buyers. Although M&A was rejected by US DOJ, BHI was awarded 3.5B in breakup fee, with no litigation or liability.● Led divestiture company’s internal and external transformation required for business continuity, including engineering, sales, operations, marketing, IT, supply chain, legal, and finance. Resulting in self-sustaining O&G service entity.● Created 130 million in CAPEX growth strategy supporting 55+ global contracts, while verifying 120 million in capital asset and 92 million in consumables inventory. Divestiture assets approved by US DOJ.● Led operational strategy resulted in combination of two chemical manufacturing plants and two manufacturing facilities. This consolidation plan was executed after deal closing.● Created Change Impact Assessment and Transitional Service Agreement for business continuity requirements. TSA approved by executive management team.● Identify and select additional software and platforms used and corresponding transition requirements. Managed IT transition process including SAP, CRM, and regional business development databases to customized SQL database.

• Led product line’s $1.2B international business customer engagement across 55 countries. Responsible for product line’s tender, bids, new products commercialization, and formulated comprehensive GTM plans. Resulting in total contract awards of $175 million and BHI’s first foam-cementing operations in West Africa.• Directed the successful implementation and data verification process for CRM system. This implementation validate and tracked the global opportunity pipeline, tender win rates, customer key performance indicators, and established the total available market, driving the business strategy for the product line's one, three, and five-year plans.• Led the strategic tender and bids process, creating a centralized SQL knowledge repository. Enabling Global Product Services to manage 10 concurrent contract and bids from historical average of 5 to 6. Led semi-annual webinars with over 1100+ attendees, serving as a point of contact for technology introduction and lessons learned.• Successfully introduced proprietary modeling software and a real-time laboratory testing database across 55+ global operational locations. Including delivery of technical software solutions via Software as a Service (SaaS) to clients such as BP America, Shell, Chevron, and ConocoPhillips. Offering a real-time laboratory test results, operational troubleshooting, and expedited R&D collaboration across international markets.• Member of the North America approval board for the Field Engineer Progression committee.

Technical sales and account management for US Gulf of Mexico clients including but not limited to Marathon Oil, BP America, Conoco Phillips, LLOG, Talos Energy, and Noble Energy (now acquired by Chevron). Inhouse project management consultant during project delivery.

Account manager, inhouse engineer, and operations coordinator for Shell deepwater operations. Project run rate of 2.4 - 3.6 million USD per day.

Account manager, inhouse engineer, and operations coordinator for Shell deepwater operations. Project run rate of 2.4 - 3.6 million USD per day.

Design and execute continental shelf operations with loan assignment to BP America Houston with project run rates ranging from 150K to 1.2M per day.

Field Engineer for US Gulf Coast, Land and inland barge operations with project run rate of 80K to 150K per day.

Various land operations in US Gulf Coast. Engineer in Training

May ’08 – Aug. ’08 Volunteer AAE – Combustion - Purdue University West Lafayette, INMay ’08 – Aug. ’08 Volunteer ME Structures – Purdue University West Lafayette, IN