Business Development Manager for new technology.

Managing technology budget for Deepwater portfolio. Engaged internal stakeholders and vendors to foster movement on many stalled projects to improve budget utilization. Worked closely with CET to develop method for technology vetting in competitive scoping framework within the business. Collaborated with Un-conventional (onshore) on quick methodology to implement field trials. Developed with third party game changing technology on multi-zone applications in Deepwater. Technology anticipated to impact CAPEX 25 to 50% and enhance EUR through thin bed development, pattern development, enhanced water flood opportunities etc. Completely revamped technology project portfolio to enhance alignment to business needs.

Quickly identified the need to improve performance both business and safety performance within the TLP operations. Utilized Continuous Improvement to start cultural transformation from safety only to Operational Excellence. Identified key resources in Business Improvement Leads to focus on simple tools to promote new ways of working and delivering performance. Improved business delivery from 372 days behind plan in 2012 to ahead of plan in years 2014 and 2015. In 2015 lead efforts to reduce Spreadrates resulting in 25% reduction in spreadrate. Each year maintaining focus on safety with break through efforts surrounding JSA simplification and standard work. Lead efforts for Away Day in Mars Basin which lead to outstanding organization impacts such as Minimum Technical Scope feed into WDP and Casing Minimum Standards. People Surveys indicating connection to teams and focused organization.

Developing SIT plan and test of Slip on wellhead connector for cap and contain equipment options. Developing strategy to cap and contain interior wells on existing TLP structures in GOM. Developing new procedures for Well Control Contingency Plan to address changing Cap and contain well control strategy. Engineered and delivered new capping stack for TLP application to be used throughout industry.

Lead organization through merger of deepwater and shallow water groups uniting differential cultures and business approaches adapting best practices from both into a solid foundation to progress group. Managed an overall group size of 102 people including cross functional departments of Subsea Engineering, Production Engineering, Facilities Engineering, Maintenance Ops, Cost Control and Document Control. Managed revenue, production streams, costs for budget and income projections. Lead group through difficult engineering challenges in new project delivery below expectations due to compressor performance – group able to optimize compression to increase delivery from 150 MMCFD to 250 MMCFD. Transformed maintenance team by enabling team to focus on key tasks which drove downtime from 8.5% to 3.5% over 1.5 years

Providing technical solutions to difficult global challenges. Identified and influenced Canadian assets to utilized different completion techniques to provide better fracture propagation profile in Montney Tight gas play. Influence Azurite team to move from stacked frac pack completions to single to reduce complexity/cost by illustrating industry success in long zone completions. Provided technical oversight in Australian HPHT

Providing FEL engineering and basis of design for Kikeh Development. Kikeh Development is Malaysia’s first major deepwater project in 4300’ of water. The project is a two dimensional development with both Spar and Subsea completions producing and injecting from a FPSO. The project has a well count of 39, D&C budget of 890 MM$ and requires managing 8 different completion designs with very limited staffing. Delivered top quartile npt performance averaging under 12%npt and skins under 2 for all producing wells as well as top quartile safety performance with .89 TRIR.

Providing FEL engineering and basis of design for Kapok Completions. Big bore 7” gas completions utilizing novel oil based DIF and GP fluids (Fazepro and OilPAC fluid technologies) with anti-swab packer features. Utilization of these combined fluid technologies was first application in world. Executed design on first well with minor operational problems to deliver well which produces in excess of 200 MMCFD and was bp’s second highest producer worldwide for completion efficiency.

Designed and executed seven subsea completions from the dual activity drillship Enterprise. Project involved many first time operations such as: World record water depth for a subsea completion of 6407’, BP first in completing from a DP vessel, fiber optic WOCS and MUX control system, patented perf and surge technique, BP first subsea smart completion, etc. Three of the first five completions were on bp’s top ten list (worldwide) for productivity as well as completion efficiency. Between first and second completion reduced overall NPT from 33% to 13%.

Facilitated implementation of the first Expandable Sand Screen application in GOM. Lead regional completion service procurement effort to identify top service providers for 2000-2002.

Started in staffed position and moved to Chief Engineering role. Lead staff of 6 engineers and consultants responsible for completion and workover activities for the Offshore Business Unit. Impacted business unit financials through implementation of fracpacking which increased completion efficiency from 57% to 91%, new technology applications of coiled tubing drilling and rigless completions which have reduced costs by 30 to 100% dependent on application, and process management through the drilling management system to create a shared learnings network and reduce costs.

Lead staff of 12 engineers and technicians with responsibilities ranging from production maintenance and enhancement, facility optimization program, completion and workovers to expense reduction. Implemented new technique and application of Marcit gel, propellant perforating and hydraulic fracturing in seventy year old field to add one million barrels of oil reserves.

Lead a staff of 20 engineers and technicians with roles similar to aforementioned. Involved in a downsize period which reduced staff level from 20 to 12. Major accomplishments include enhancing completion performance from 42% to 80% completion efficiency through implementation of fracpacking technology, reduced completion costs by 30%, exceeding business plan projections and reducing lease and plant expense by 40% by working closely with field and production superintendents.

Marathon absorbed this TXO office and my initial responsibility was to prepare TXO prospects and production forecast into a business plan to present to Marathon Management. Thereafter assigned as production engineer responsible for over 150 wells which involved manipulation and optimization of a large compressor fleet.

Prepared winning argument in a field rules hearing surrounding the Wilburton Gas Field which impacted Marathon positively by 20 MM$.

Performed comprehensive material balance study on Eugene Island 57 Field which yielded two successful drill wells and several recompletions. Performed reservoir modeling utilizing ECLIPSE software which resulted in implementing a pressure maintenance program involving drill wells, conversions and facility modifications

Performed daily activities associated with enhancing production on the East Cameron 321 Field.(15000 bopd, 10 mmcfd) Prepared and implemented completion procedures, workovers, and thru-tubing operations. Involved with successful installation of second platform within field and personally designed and implemented twelve completions on new platform as well as waterflood facility.