As Operations Manager I lead the operations team for an integrated 365 KMT/year ammonia plant and a 1MM MT/year methanol reformer, my focus is on driving operational excellence and cultivating a culture of discipline and continuous improvement. I am responsible for steering the plant toward Industry 4.0 by utilizing existing technologies, upgrading management systems, and fostering a more structured, reliable operational environment.Key Achievements include:• Culture Transformation: Spearheading a culture change initiative across the site by developing and rolling out a set of Guiding Principles, which serve as a roadmap for operational discipline and workplace values. These principles now provide a foundation for consistent decision-making and employee behavior across all levels of the plant.• Industry 4.0 Vision: Set a clear vision for the operating teams transition toward Industry 4.0, implementing management systems that enhance automation, data-driven decision-making, and integration of advanced technologies. This transformation aims to improve reliability, safety, and operational efficiency.• Safety Leadership: Led a multidisciplinary team of Operations, Safety, and Operation Excellence professionals to update safe work procedures, including an updated blinding procedure, revised LOTO process, and various deviation forms. These updates were aligned with new corporate guidelines and the OCI Beaumont workflow, ensuring both safety and operational alignment.• Building a speak up culture within the Operations Team: Through clear expectations and accountability, I am working to resolve long-standing challenges and foster a more reliable, high-performance operational culture.As a member of the Site Leadership Team, I collaborate closely with other leaders to drive a reliability-focused operations strategy, ensuring that our long-term goals align with corporate objectives while delivering exceptional operational performance.

As the Area Operations Manager for Flint Hills Resources in Corpus Christi I oversaw the comprehensive, team-based maintenance strategy for the entire site. I ensured that plant maintenance risks were managed effectively while supporting Area Operations Maintenance Leads in optimizing workflows and reducing backlogs. My approach was rooted in Lean principles, focusing on flow efficiency and developing tools to ensure consistent, repeatable, and well-prepared maintenance activities. I also served as the Cap and Trade owner, facilitating tie-break decisions and managing the balance between competing maintenance priorities. A key aspect of my role is working closely with operations to ensure alignment on resource needs and leading discussions with site leadership on large-scale maintenance activities.Key Achievements:• Optimized Resource Planning: Led a shift in resource planning, moving from maximum resource allocation to a 20% reduction, which created a tradeable pool of 40 contract resources across multiple disciplines. This change improved workflow efficiency and resulted in achieving within 7% of the OPEX spend plan target.• Tank Maintenance Workflow Optimization: Spearheaded the overhaul of the tank maintenance workflow process, streamlining transitions between operations, optimization planning, and the maintenance phase. This effort closed communication gaps, resulting in smoother handovers from operations to maintenance and back, enhancing overall efficiency during tank turnarounds.• Champion of 5S and Sustainment Initiatives: Led the site’s 5S initiatives with a specific focus on sustaining improvements across the plant, ensuring continuous adherence to Lean methodologies and operational discipline.Through these efforts, I helped foster a culture of efficiency, collaboration, and accountability, ensuring that maintenance operations contributed to the long-term reliability and operational successes of the site.

As an Operations Shift Manager at Flint Hills Resources, LP, I managed overall site operations, including headcount and staffing optimization, while ensuring cost-effective execution of processes by collaborating with internal and external stakeholders and leading FHR Corpus Christi refinery “B” shift team. I provided hands-on support to the team in designing and developing new operations initiatives and integrating the same into existing organizational structure for improving cost efficiencies and profitability. I set expectations for the team members, delegate responsibilities, identify underperforming individuals, and design and deliver effective training sessions to improve productivity and efficiency. I recruit best-fit talents by conducting interviews, arranging proficiency tests, conducting background checks, and shortlisting eligible candidates. I facilitate people procedure investigations by providing decision-making support to operations leadership team. I collaborate with team to apply accountability and implement solutions to minimize the chances of potential incidents. Highlights of accomplishment in this role include:• I formulated and implemented budgets of $1.7 million and $7 million related to incidentals and operations labor respectively, while monitoring expenditures against annual spending plan and implementing strict controls to minimize budget deviations and variances.• I created and maintained a productive and safe working environment at all times by complying with health and safety regulations, identifying and removing safety risks and hazards, and encouraging staff members to follow safety procedures.• I developed seven frontline supervisor individuals and their direct reports, assessed performance, evaluated training needs, and conducted training sessions to achieve business targets.• I led career progressions of front-line supervisors and helped them to become dynamic front line leaders.

Operations team leader for the centralized control room operators, and responsible overall plant and unit optimization, and meeting the plant production targets. Responsible for safety, environmental and production performance of operating team.

While working as Operations Supervisor – East Refinery Complex at Flint Hills Resources, LP, I orchestrated, developed, and implemented safety, environmental, and production performance plan for the FHR Corpus Christi East Plant, including crude, hydrotreating, cracking, extraction, sulfur, and utilities units. I hired, developed, and retained highly qualified operators to achieve operational targets. I fostered lucrative working relationships with team members, allowing them to openly share their ideas and feedback to collaboratively lead the operations and achieve mutual targets. I oversaw raw material and other inventory, observed stock levels, and ensured quick replenishment of chemical and supply stock to meet daily consumption demand. I ordered new stocks from vendor with a monthly budget of $500k. I administered a team of 15 individuals, assigned duties and targets, identified skills gap, and provided necessary coaching and training support to maximize capabilities and efficiencies. Highlights of accomplishments in this role include:• I was hand-picked by the management to lead the East refinery, operated separated from the main plant, and tasked to align staff performance with overall site and the culture.• I served as the leader and change agent for plant operations team, conducted one-on-one discussions with staff, adopted walking-the-talk mentality, and trained and developed people, which resulted in streamlining overall operations and culture and reducing 15-20% missing tasks per month to less than 2%.• I enabled multiple leaders within the organization to secure promotions and achieve career progressions by providing training and support.

Throughout my career as Performance Improvement Lead, I contributed efforts towards developing and rolling-out multiple initiatives to drive innovation and waste elimination by using lean manufacturing concepts. I served as the site change agent for implementing new concepts at the sites, while leading a team of four staff members. I executed various work processes across the site through workflow mapping and value stream mapping Kaizen event to streamline business operations.Highlights of accomplishments in these roles include:• I derived, developed, and suggested a method to compute required tankage for a crude sales terminal by leveraging statistical supermarket inventory management principles, which enabled the company to reach the correct amount of tankage needed as well as helped the business development team in allocating resources to the barrels required on the basis of expected margins of various crudes segregated for export. • I played an instrumental role in developing a system to categorize and store the blinds for the entire West refinery; each blind was individually coded and required to be returned after job completion. Estimated savings from lost or discarded blinds per TA is approx. $500k.• I streamlined fleet vehicle utilization by converting single user vehicles into pooled vehicles, which resulted in decreasing an individual user fleet of 71 vehicles to 36 for all 400 users. • I slashed time to complete the annual spend plan process from 60 days to 32 days by leveraging and implementing lean principles in the annual planning process for the refinery. • I successfully reduced costs from $30 million per year to $6 million on rental equipment via waste elimination and kaizen efforts.

Trained and certified to back fill the Outside Refinery Shift Manager role for vacation relief for the shift RSMs. Alky emergency response trained, LOTOX trained, NIMS 400 certified and certified as on scene Incident Commander.

Selected by leadership to transform the way of dealing with the customers, bridge the communication gap, and streamline logistics operations. I acted as member of the refinery quality assurance team to efficiently respond to issues related to quality incidents and develop new specifications and standards on crude export sales, providing more clarity to the customers regarding the products. I actively represented company operations at USCG and POCCA meetings as well as served as the Member of the South Texas Waterways Advisory Committee. I analyzed the impact of third-party pipeline connections on the scheduling of the crude ins and outs of the company by collaborating with FHR Crude Gathering. Highlights of accomplishments in these roles include:• I directed eight employees in establishing and improving communications between the product schedulers and internal and external customers, which resulted in creating more open communication culture and facilitating rapid decision-making process.

In this role, I supported business development efforts and short- and long-term project and business planning, as well as managed VGO feedstocks and VTB / Slurry sales. I improved the monthly refinery plan, ascertained outage costs, and assisted other product planners in making decisions for the projects by utilizing liner program model.I oversaw logistics operations of 1 million barrels of VTBs during a 30-day delayed coking unit turnaround in 2013. Highlights of accomplishments in these roles include:• I administered VGO inventories through two large crude turnarounds and two FCC turnarounds; produced $2+ million in additional value by working out a quality trade-off on low sulfur for high sulfur VGO.• I elevated company’ sales volume from 21k barrels to 31k barrels, generating additional revenue of $3.75 million.

Responsible for long term reliability performance and daily work flow management for refinery logistics areas including OSBL piping and transfer equipment, 200+ storage tanks, 7 docks and vapor control equipment as well as truck and rail fuels racks. Provide investigation leadership for equipment based failure investigations using cause mapping investigation methods.

-Drive projects to completion with efficiency around cost and schedule while maintaining a high awareness of safety, environmental and compliance guidelines.-Received a project that was already in detailed design phase to replace a 24 inch Flare header that was 3 months behind schedule, with a business risk interrupter deadline. Was able to bring the schedule in and remove the line from service 2 weeks prior to the original deadline by working several parts of the project in parallel while still maintaining costs. -Managed multiple projects involving the refinery’s pipeline operator on joint initiatives between the refinery and the pipeline.-Worked with the pipeline operator to inspect and put back into service a purchase hydrogen line that saved Flint Hills $3,000,000 over their previous contract. -Managed a project to relocate a portion of the main crude line at the west refinery so that the pipeline operator could easily access and install an upgraded coriolis meter for improved leak detection. -Worked in engineering support for Oil Movement and Supply with experience in tank and transfer piping repair.-Saved over $500,000 on a 1500 foot piping replacement by changing demolition plan in detailed design phase.-Designed and installed a series of piping jumpers that removed the need to slop 200 barrels of ULSD resulting in $2,300,000 net back in the first year.

-Worked as a Certified Applicator for the family pest control business while in college.-Developed business contacts with local Real Estate companies in Kingsville while attending college there.

-Utilized Caesar II pipe stress analysis software on numerous engineering projects.-Gained experience in making decisions based on safety, environmental and economical risks.

-Helped owner run yearly harvest of cotton, grain and sunflowers.-Ran and maintained multiple machines.