Contracted with ExxonMobil to develop a Design & Engineering Guide for Upstream and Downstream Engineering Management to be used across the corporation for all sizes of projects. Also provided consulting guidance for large FPSO Engineering Management to feed module fabricators in Singapore and China. Currently supporting new technology study for future offshore power generation to meet international net zero targets.

Developed designs for 3 new inventions in areas of residential air conditioning, irrigation and bathroom hygiene. In development of first prototype prior to patenting. Researching marketing strategies and business plan to take to market. Also managed asset allocation for home finances with frequent trading, staying abreast of macro-economic policy and links to market trends. All conducted while running a household and raising 2 children under 8yrs old.

Managed group of project and discipline Engineers to execute portfolio of ~$300M of projects. Coordinated annual facilities planning, budgeting, overall technical management, and modifications of existing facilities reporting to affiliate CEO.• Created an innovative concept as part of project initiation to bring on six new wells, maximizing use of existing facilities and infrastructure, cutting planned project facility CAPEX in half.• Demonstrated courage of conviction by driving a debottlenecking concept to double crude treatment capacity for only $5M using technical analysis to prove its potential. Ultimately became a key option in development planning, reducing CAPEX by $20M near term as well as Maximum Cash Impairment (MCI) consistent with corporate goals.• Crafted new digital Management of Change system using iScout software, eliminating uncontrolled field changes and assuring correct stakeholder review. Other business units within the corporation now leveraging design.• Removed safety risks by driving root cause analysis of incidents. Discovered gap in critical Engineering documentation for operating facilities. Produced business case and supervised As-Building to bring up to date consistent with expectations.• Developed the funding package for a $200M production facility. Drafted contract based on risk profile, gained approvals, and met company commitments to local and national government for development.• Spearheaded facilities and project interface with JV partner Qatar Petroleum. Ran review and funding endorsements; obtained clear communication of path forward during period of course corrections ensuring customer satisfaction.

Served as single point of contact for all operating facilities and projects, supporting execution and operations technical groups.• Influenced Qatargas Operating Company on shutdown activities through Engineering isolation analysis and engagement of technical specialists, saving ~60GCF of LNG gas production through alternate concept.

Headed team of 22 company Engineers and large EPC contractor team on $4G+ project. Stewarded quality and delivery of Engineering for modules (~20k Tonnes) and portfolio of small hydrocarbon production projects for Sakhalin Island, Russia.• Drove accountability through group leads for fit-for-purpose deliverables. Cut 21khrs from a 420k hr. budget and maximized productivity while accommodating multiple break-in work scopes, including debottlenecking studies.• Implemented synergies between 20+ small production projects and the large capital development project, by focusing on the strategy of where to execute various work scopes, balancing staffing, and skillsets to meet business timelines.• Created a further 20k hour budget reduction by building the construction support forecast using novel estimate generation. Challenged the norm on As Building, removed unnecessary deliverables and facilitated smooth turnover.

Led team of 18 Company Engineers across all disciplines through FEED, Detail Design, and Construction support of first module sealift (~10k Tonnes) on $4G+ project. Increased oil from 34 to 80kbd, gas from 84MSCFD to 220MSCFD, and water treatment and injection from 5kbd to 100kbd.• Jointly invented the vendor data initiative, receiving vendor data up to 17wks ahead of company norms, and drove over 100 modifications to the EPC level 3 FEED and Detailed Design schedules. This led to delivery of a record-breaking design schedule for the ExxonMobil Development Company and set up fabrication/construction for success.• Adapted project Engineering organization to a large scope change; starting up production modules 1 year ahead of utilities modules. Initiated task force to redesign facility during FEED due to sealift execution constraints. Result was project coming in more than ~$1G under budget and ahead of high visibility external commitments. • Drafted EPC Engineering contract, including Korea, Russia, and India work splits which allowed for smooth delivery to fabricator. Drove amendment to EPC productivity metrics and made numerous adjustments in staffing & execution methodology to deliver Engineering ahead of schedule.• Guided the facilities team through several cost optimization efforts in early design, including reducing generators, removing 1 module, 800Tonnes weight reduction program, and eliminating dual fuel from the generators through plant black start analysis. All while maintaining customer satisfaction of design with Operating Company.

Operated as lead contact for 12 Western Canada heavy oil projects. Performed as Mechanical Supervisor with direct oversight of 32 staff, covering talent development, training, assignment planning, and project technical support for all disciplines.• Led Design Readiness Reviews and Peer Reviews discovering schedule and scope issues early on to avoid project delays and ensuring lessons learned shared with other regional projects.• Oversaw the Engineering section of the Development Company headquarters audit in 2012. Supervised findings, including information protection and storage and release of information external to the corporation while reporting to the Engineering VP, gaining compliance with company policies.