Fulfilling a number of roles within the Finance organization.• Business planning support for the Mining & Upgrading unit including developing schedules,consolidating plans, creating presentations and preparing reports for external guidance andKPI evaluation.• Successfully stewarded the reallocation project for the Downstream unit involving over 200tasks across four asset groups to be split between various finance and accounting groups.• Project managed the final stages of the integration of Syncrude Finance with the Suncororganization.

Provided financial reporting and analysis for two of PCC’s six assets: the company’s large investment in LNG Canada, and the Grand Rapids pipeline system. Responsible for budgeting, forecasting and financial inputs for corporate reporting.- Implemented an improved budgeting process requiring that a financial and economic case be included with each scope of work, to be compared against other opportunities in the portfolio based on specific KPIs for capital allocation.- Completely revised the Executive Committee report, replacing tables of financial results with visualizations, trends and thoughtful analysis.

Provided consulting services regarding best practices and integrated software solutions for business planning and performance management.

Oversaw the implementation and ongoing function of the analysis and investor relations requirements for a real estate investment fund which raises private equity for the purchase of agricultural real estate. Reporting to the CEO, the role provided additional support for a wide range of tasks within the start up fund. - Developed and maintained project level analysis including economic evaluation, reporting and ranking of purchase opportunities. Maintained the corporate model.- Made investment recommendations on parcels to purchase and the appropriate bid price. Tracked cash requirements for assets under contract.- Stewarded due diligence support for lending institutions, credit unions, investment banks and private investors.- Created and updated all investor relations materials as needed, including investment memorandums, corporate presentations and monthly communiques.

Established a new group within the organization tasked with standardizing the analysis and evaluation of capital opportunities to optimize the allocation of funds. Working closely with the Executive Management Team and asset level leaders, the role was responsible for full cycle capital review including budgeting, long term planning, inventory management, performance reporting and look backs in order to focus on continuous improvement of program results.- Implemented processes for generating and reviewing standardized performance measures and selecting projects for funding. Ensured that business cases had been reviewed to assess strategic implications and alignment with corporate objectives. - Successfully oversaw the selection and implementation of corporate planning software and a tight integration of that tool with the economic evaluation application.- Collaborated with the Asset Teams and other stakeholders to develop the inventory of opportunities, and maintain Annual Budgets and Long Term Plans. Inventory transformed from a spreadsheet system to a database housing over 1,400 opportunities with full sets of economic and performance metrics.- Continuously evaluated opportunities in the portfolio and presented to Senior Management on scenarios for capital spending. Tracked actual spending against the Budget and made recommendations for reallocation of funds as necessary to meet performance objectives. Injected transparency into a process that had been opaque and lacked accountability.- Worked closely with Treasury to develop and maintain accurate cash flow models for budgeting and forecasting.- Facilitated Planning, Business Development and Acquisition & Divestiture activities by developing scenarios and economic models for various levels of investment and activity.- Coached and mentored a Team with diverse skill sets, backgrounds and levels of experience.

Promoted from previous position:Transformed a niche reporting Team into the de facto information hub for the company, by providing reporting and analysis to a large number of departments including Exploitation & Development, Production Engineering, Reserves and Capital Accounting. Reports were provided to all levels in the company, from the Asset Teams to Senior Management.- Founding member of the Management Reporting Steering Committee, a collaborative group of Managers and Supervisors from departments across the company that established reporting standards and common definitions for the organization.- Developed and improved integrated reports for project analysis, Forecast to Budget variance, and activity levels which allowed the company to review progress and assess whether it was on target to meet guidance without having to maintain large spreadsheets. - Oversaw the development of standardized look-back presentations as part of a quarterly post-mortem review of the Development Portfolios.- Effectively led and coached a Team of Business Analysts with diverse experience and backgrounds, raising the Team’s profile within the organization.

Transformed a niche reporting Team into the de facto information hub for the company, by providing reporting and analysis to a large number of departments including Exploitation & Development, Production Engineering, Reserves and Capital Accounting. Reports were provided to all levels in the company, from the Asset Teams to Senior Management.

Positions of increasing responsibility providing reports and analytical support to Asset Teams and Senior Management. Highlights include: - Worked with the VP Conventional Development and VP Corporate Development & Strategic Planning on an initiative to benchmark performance metrics and standardize how projects were evaluated and selected for execution. This resulted in the adoption of Rose & Associates software for risk analysis and Mosaic for economic evaluations. Successfully completed roll out of software and training programs for both systems. - Designed process and reports for strategic peer reviews and industry analysis to support the VP Corporate Development & Strategic Planning with business planning and the evaluation of the company’s performance. This involved operational, financial and strategic analysis of an evolving competitor group.

Positions of increasing responsibility providing reports and analytical support to Asset Teams and Senior Management. Highlights include:- Developed and maintained standard, detailed weekly and monthly reporting packages that were used by Senior Management to conduct weekly reviews of Corporate and Business Unit performance. - Collaborated with District Managers to provide extensive property reviews, allowing them to prioritize their development plans.

Orchestrated the turnaround of a privately owned, unprofitable oil refinery services company with operations in both Canada and the United States. In May of 2005, after operating at a profit for 18 months, the company was sold to a larger oilfield services company. - Successfully integrated the rolling assets of an acquired competitor into existing operations, more than doubling the fleet size. - Increased revenues from $4MM USD to $9MM USD over a span of 18 months. - Grew US operations from 3 to over 50 team members over a six month period, with a new operations center in Houston, TX. - Implemented job cost analysis, resulting in a better strategic allocation of assets to maximize profits. - Improved communication with clients in the field which resulted in a reduction of both past-due and partially paid invoices. - Created a team structure with defined job descriptions, clear responsibilities and accountabilities and open lines of communication which resulted in a better use of employee’s abilities and experience.