William Glen Pounders Email and Phone Number

• Provide business project management for changes and improvements to the Downstream operating platforms (SAP ECC and S4/Hana midstream pipeline)• Minimize business operations risks through project governance, project reporting, risk management, coordinated end user testing (UAT), training, communication, cutover planning, and hyper care management• Business Program Lead for the GSAP SPS24 upgrade project in 2023-2024, a must do upgrade for stability and preparation for the move to S4/Hana. Project involved 19K individual bug fixes, 205 connected applications tested, 1.3K test scenarios, and 1,000 business testers. This SAP platform supports: $1B/USD invoices/day, 36 countries, and 5 BPOs. Upgrade completed in a 24- hour window with no major business disruptions• Provided Business project assurance and testing for the migration of GSAP ECC6 to T-System (FCI) future cloud infrastructure• Other large projects: New EV and Lubes asset integration, Pipeline S4 upgrade, Mexico e-invoicing changes, and Low carbon fuels implementations for Junction City RNG plant, Carson City CNG dispensing.• Custodian of the Global Integrated Support Model for DR critical commercial processing and systems. Drive the ownership and improvements within the business. This includes ~2,200 super users and ~200 process experts across the global• Improved business resilience through ownership of the Global SAP BCP Framework policy, annual BCP reviews, testing exercises and recommending improvements to local BCP owners• Managed the Downstream and Renewables Enterprise Recovery readiness program during 2021-2023. Identified and prepared business leaders to manage a potential “catastrophic Cyber outage scenario”• Performed assessment of the BCP effectiveness after the Crowd Strike outage in July 2024

Responsible for end to end framing, setup, delivery of all the IT managed components supporting the Process Control Domain (PCD). The PCD is where all field operations such as process control and monitoring, safeguarding, equipment diagnostics and maintenance of the producing facilities are performed. Developed new governance model and IT service definitions for the operation of cybersecurity controls within the process control domain (industrial control systems). Delivered the pilot of the next generation security product to protect the process control domain with a 40% reduction in operate cost.

• Manage a team of 4 planners who created and maintained the Consolidated Operating Plan for PTIT, ensured that the plan was credible, affordable, and enables and protects business value• Maintained a the less than 5% variance between the actual spend and the plan• Key activities: Developed the Annual IT Business Plan, Generated the quarterly rolling-forecast, latest estimates, and the Annual full-spend benchmark submission, Managed the Opportunity/Value funnel, Maintained the Investment Governance Guidelines and the inventory of the approved investment documents, Delivered the plan vs actual MI to support stakeholder engagements via the QPAs and IT council decision-making, Monitored sponsor costs and driving clarity around choice-points for centrally-allocated IT costs

• Managed the Infrastructure project delivery for the Projects & Technology business unit at Shell• Managed and developed a team of 12 project managers delivering project such as: Sharepoint data migrations, Application virtualization services, data center migrations, RFID Warehouse management system implementations and Amazon AWS application migrations

• Responsible for end-to-end IT delivery for gulf coast Manufacturing business consisting of 6 refineries, including 2 major JVs• Managed relationship with non-operated JV, Motiva Enterprises• Managed team of 11 IT professionals• Removed ~$1M/year in desk phones in switch to VoIP, radios, pagers and applications• Recruited and hired 3 external candidates to fill vacant IT positions at remote refinery sites• Partnered with global process owners to shape demand, develop application roadmaps and investment plans to support key processes including Custody transfer and Hydrocarbon management, Process control, Energy/C02, and functions• Key projects: new workforce scheduling solution for US Region, Global Process data historian program, PCD IT security remediation, and steam energy optimization• Lead annual investment planning and facilitated IT Demand council ensuring that all investment projects started on time to ensure investment plan delivery (~$50M)

• Developed a new team and global support model to manage the segregation of duties (SOD) and sensitive access for a Global SAP system for Downstream business segment, this included leveraging lower cost offshore Financial Operations support team. Achieved a benefit of $2.5M/year with a reduction of 12 FTEs in onshore Finance Controller resources.• Developed a new post go-live access provisioning and job change management process with clear accountabilities between the stakeholders in Finance, Business, IT Support, Project team, Process Owners and the local deploy countries. Automating the approval workflow steps with savings of over $1M per year in IT support costs• Ensure compliance with SOD and critical access controls through evidence retention in a consistent format. Lowered future deployment cost through a top-down risk assessment leading to a 30% reduction in the SOD rule set

Documented and evaluated the design effectiveness for internal controls for Shell Lubricants. Conducted interviews with process and control owners and achieved the control owner sign-off on the assessment of effectiveness. Managed remediation effort for System Segregation of Duties conflicts in 3 SAP ERP Systems and where necessary identifying and developing compensating controls and risk assessments/waivers. Managed a team of 25 contractors responsible for applications embedded control (AEC) testing. This included reviewing test scripts and work papers and monitoring the status of the effort.

Managed a global team responsible for developing and maintaining an application hosting service called MegaCentre. The MegaCentre service reduced the cost of ownership for over 30 SAP R/3, BW and e-procurement systems through standardization of hardware, software versions, monitoring/housekeeping automation and support procedures. Managed the global roll out of Rev-Trac change management tool. Managed version upgrades of SAP R/3 including technical and functional regression testing for all key processes and interfaces. Prepared plans and executed technical project such as hardware upgrades and operating system migrations.