• Responsible for oversight and management of major plant turnaround (TA) projects, ensuring events are planned and executed safely and in a cost-effective manner to enable reliable and profitable unit runtime between outages• Ensure all proposed work scope fits the stated objectives for TA projects and is prioritized based on compliance, financial return, and strategic merits• Leading core teams in preparation for implementation of $256MM Light Tight Oil (LTO) project to be executed in 2023, reconfiguring the entire facility to optimize processing of Permian Basin crude oil to high value product• Built and developed refinery-wide tank TA program, creating long- and short-range outage plans, kicking off a multidisciplinary tank core team, defining roles and responsibilities, and implementing a right-sized version of company TA management process (IMPACT) to enable robust planning, scheduling, and execution of tank outages• Management of unplanned unit downtimes, including chemical cleaning of HF Alkylation unit as well as posturing all FCC equipment for long-term idling for refinery hydroskimming mode• Implemented cost saving technology improvements such as robotic tank cleaning and coating prep as well as flow optimization equipment on SZORB unit Pall filters that will enable 2X improvement on runtime between outages• As core team leader for TAs, responsible for educating and aligning all disciplines on the IMPACT rollout as the facility was a recently acquired Chevron asset with no formal process previously in place

• Coordinate operations of the largest Base Oil plant on the West Coast to ensure production goals are met with excellence, safely and economically.• Responsible for overall performance and development of Shift Team Leaders (STLs), in partnership with RSLs, as well as shift operating crews and other assigned staff in the operation and administration of equipment and personnel.• Effectively delegate decision-making to empower front line supervisors to manage daily operations and less complex business decisions in an efficient manner. Review results and hold STLs accountable.• Maintain working knowledge of terms and conditions of applicable union contracts. Make recommendations on contract changes based on experience with Refinery administration. Provide counsel on disciplinary matters and resolution of grievances.• Establish maintenance priorities for area units. Work closely with M&R and Technical staff to mitigate equipment risk to plants proactively and make decisions on upgrade projects to ensure economic justification and alignment with annual budget.• Aid Refinery Business Manager in establishing annual operating goals for Section. Accountable for completion of key Refinery Business Plan items.

• Responsible for multiple divisions totaling 25-50 Routine Maintenance personnel, including 4 Maintenance Team Leaders, with dotted line influence over Project Maintenance reps, planners, and schedulers in support of refinery day-to-day reliability and performance, without a single recordable injury.• Successfully stewarded $10MM annual routine maintenance budget while driving business beyond 96% mechanical availability• Improved maintenance OPEX by >$50M/yr by utilizing data analytics to identify non-value adding maintenance• Implemented Materials Management Improvement project, expanding use of technology by Head Mechanics in the field and building secure, shelved kit box facility for more effective material control• Successfully drove down division maintenance Company + Contractor OT rate from 19.0% in 2018 and 11.9% in 2019, to 5.4% in 2020• Supported development and live rollout of e-Permit to Work (ePTW) pilot in the Cracking division, as well as expanding wireless capability to further enable this effort

• Led, supervised, and provided technical oversight for 8-9 Reliability Engineers (REs) to drive continuous improvement in equipment reliability, with the goal of achieving/sustaining 1st quartile Mechanical Availability• Stewarded the completion of 6 Reliability Opportunity Identification and 2 Life Cycle studies on refinery units through management endorsement, documentation of items, project framing, alternative selection, and input to living work list• Championed the development of in-house analytics and data visualization competencies by expanding use of block diagram software and statistical techniques as well as enabled team to train on and roll out Power BI• Worked with REs to support resolution of over 120 Reliability Threats in the facility, while driving average threat age down by 17%• Continued advancement of Bad Actor (BA) program, formally resolving 32 BAs during tenure and exceeded facility target for financial savings from BA resolution in 2017 by over 30%• Oversaw team which completed over 100 equipment difficulty Root Cause Analyses (RCAs), in addition to resolving/verifying numerous action items to eliminate root causes and drive toward “fix” vs repair of equipment problems• Drove continuous improvement by optimizing internal as well as customer facing work processes such as Design for Reliability, asset registry/PM ACD, PM deferral, Reliability Threat Prioritzation, and Routine Work Control

• Led a newly created facility-wide team of 5-7 planners/engineers that provide technical work instruction to maintenance crews in order to maintain operability and reliability of facility systems and equipment• Reviewed and approved work packages generated by team to ensure instructions are safety focused, cost effective, clear and concise, and consistent with applicable refinery and engineering standards• Successfully led team to on-time completion of over 500 work packages and 6000 man-hours for the 4Q2016 D&R and RLOP Turnaround events• Implemented new processes to efficiently screen and approve work requests, and expand role of the team to cover new areas of responsibility within the facility• Stewarded group performance related to process safety metrics and compliance activities• Routinely reported to senior management on matters related to group performance, accomplishments and challenges, as well as roll out/progress of improvement initiatives• Took lead role in professional/behavior coaching, competency development, onboarding, and hiring

• Developed and communicated optimized distillate (diesel/jet fuel) strategy and production targets to maximize gross margin, contributing to $440MM YOY improvement for facility fuels business• Optimized distillate blending to maximize profitability, meet all relevant product specifications, and minimize giveaway, capturing more than $10MM of enterprise value from market spot opportunities• Scheduled deliveries and shipments of more than 3.3 MMBbls/month of distillate products and feedstocks• Collaborated with Operations and Maintenance organizations to schedule and identify work scope for distillate related maintenance activities• Launched and led the Distillate Optimization Team, an interdisciplinary, 20-member group focused on optimizing the facility’s distillate system capability and profitability• Stewarded or assisted stewardship of several IQ / Lean Sigma projects related to the distillate system• Site contact for several major customers, including the Department of Defense and San Francisco International Airport

• Managed Pathways (internal competency development program) participation and data for 40+ engineers and project managers. Analyzed data to identify competency gaps for population and identify development opportunities.• Coordinated 1000+ personnel-hours of training per year working with Subject Matter Experts, local management, and external parties to fill critical competency gaps of program participants• Developed 3-year training plan with $500M budget for development of engineering personnel• Served as Technical Recruiting Coordinator, managing effort for 28 campus recruiters across 8 campuses• Point person for Design Engineering Operational Discipline initiatives, managing OD websites for DE, and working with refinery OD Lead for development and improvement of DE Work Instructions• Acted as Design for Reliability Champion for Capital Projects group, serving as interface between Project Managers and Reliability Engineering, to ensure all Capital Projects are evaluated for satisfaction of established reliability criteria

• Provided engineering support and troubleshooting to maintain the operability and reliability of facility equipment, ensuring 150+ projects completed per applicable company Engineering Standards, ASME codes, NBIC, State Building Codes, and API standards• Acted as Lead Shutdown Engineer, overseeing all work for the following turnarounds:o 2012 - Diesel Hydrotreatero 2011 - DEBRU Tank 3126o 2011 - 4 Rheniformer / Naphtha Hydrotreatero 2009 - 2 Sulfur Recovery Unit• Supported EWO writing, material purchasing, contingency planning, or execution of:o 2013 - 4 Crude Unit Rebuildo 2011 - 4 Crude Unit Fire Repairso 2011 - D&R Majoro 2011 - 3 Sulfur Recovery Unito 2010 - LPG Majoro 2010 - FCC Majoro 2010 - 1 Sulfur Recovery Unit• Utilized company project management process to evaluate project necessity and feasibility, rank project alternatives (using criteria such as cost, effort to implement, and impact to other operating units), refine business cases, complete detailed designs, and execute defined plans for numerous small capital projects (<$2MM)

• Provided continuous supervision for up to 10 personnel, including mechanics, electricians and electronics technicians for the safe and efficient operation of a nuclear power plant aboard a fast-attack submarine• Trained personnel and supervised over 500 planned and corrective maintenance actions of propulsion plant-associated systems during shutdown and operational conditions• Served as Reactor Plant Maintenance Coordinator, Material History Coordinator and Quality Assurance Supervisor

• Supervised and mentored 12 nuclear-trained mechanics in the operation and maintenance of power plant systems and support components during startups, shutdowns, normal operation, and system testing• Coordinated the installation of over 200 revisions to critical engineering publications• Served as Log Room Yeoman, Divisional Training Administrator, and Quality Assurance Inspector

• Performed multipurpose role as operator/maintenance worker for a 160 MW nuclear reactor plant, associated power generation equipment, and ship propulsion systems.• Worked extensively with reactor, steam, fresh water, seawater, lube oil, HP air, refrigeration equipment and systems, as well as rotating machinery, while maintaining focus on procedural compliance, radiological controls, reactor safety, and SUBSAFE quality requirements.