Sam Free Email and Phone Number

• Primary representative involved in Maximo integration with Legacy Williams system• Implementation Manager responsible for preparation and delivery of a maintenance management system to 6 franchises• Manage hierarchical builds and loading of data sets for each franchise into Maximo• Responsible for Change Management activities with local Operations• Primary interface between Leadership and Project Team• Delivery of implementation training as needed

• Served as Project Manager for Max1.0 responsible for development, design and implementation of a Computerized Maintenance Management System (CMMS) and related processes• Developed Vision, Objectives and Scope for project and presented across enterprise• Prepared, presented and obtained approval for $25MM project funding request• Managed $25MM budget and 10-20 internal and external resources • Liaised with Executive Leadership and Steering Committee• Interfaced with many departments across the business…EHS, GIS, Volume Mgmt, E&C, Supply Chain, Compression• Lead on associated mobile solution, compression, and GIS integration projects• Successfully implemented a Haynesville pilot in September 2014

• Owned the Asset Forecasting Tool (AFT) system used for forecasting and procuring equipment for capital projects• Generated monthly forecasting metrics utilized for ordering and analysis of forecast vs. consumption of inventory• Developed standard compliance forms utilized by Operations to track maintenance activities• Created sophisticated tool for managing compression fleet status, movements and cost, increasing efficiency and visibility

Provide SAP support to Division Planners and other Transportation groupsConduct formal classroom training on the Maintenance Work Process and SAP-PMGenerate monthly comprehensive performance and cost KPI metrics packageRepresent Transportation among other business units and work groups in SAP and maintenance practicesPartner with Technical Service Manager in maintenance optimization, equipment reliability and capital budgetingOwn and maintain the Transportation Terminal's Website

Engaged with Division Manager and IT group to identify gaps in maintenance and procurement processes and develop solutions to close gaps and drive business optimization Align Operation Supervisors, Engineers and service/material providers to manage the schedule and execution of maintenance projects at eight facilities throughout the East and Gulf CoastsTrain personnel in SAP PM and drive implementation of maintenance work processOrganize and execute weekly scheduling meeting with primary contractor to optimize resource loading Act as "help desk" in problem solving for Operation Supervisors to ensure timely payment of invoices and regulatory complianceCreate and communicate equipment reliability, predictive maintenance and spend metrics for the division to managementRecognized as top performing Division Planner - Directed division to leading all divisions in SAP utilization metrics

Review and analyze all issues of concern to new home ownerCreate work orders and communicate problems and solutions to contractors by phone and web based software programCoordinate contractors to complete necessary work in appropriate timeFollow-up with customers to insure satisfaction in the jobReduced average outstanding work orders in area from 120 to 20 in one yearLeadership RolesChairman of "Transportation's Culture Committee" - Aimed at facilitating opportunities for networking and boosting morale within the Transportation organizationSelected Committee Member on ConocoPhillips 2009 and 2010 United Way Campaigns - Develop and execute activities and fundraisers to meet Transportation's financial and participation goals for the campaign Selected member for the "Primary Contractor Selection Team" - Analyze bid packages from more than ten companies to select a primary contractor for general maintenance work at all Texas and Louisiana facilitiesSelected member for the "Maintenance Work Process Review Team" - Extensive review of current process used by Transportation organization as well as review of "best in class" in refineries Identified gaps, developed three possible solutions to close gaps and presented findings and solutions to upper management