Business Lead and Data Steward of an Agile Scrum Team comprised of analysts and developers to deliver key decision support to the Eere Office of The US Department of Energy.-Document requirements and delivery timelines for development efforts using Agile Scrum methodology.-Provide guidance and review requirement artifacts developed by the Agile team for data models, reports, and dashboards. Lead/facilitate requirements refinements with clients.-Research and propose solutions to resolve and prevent data quality issues. Understand the business and data flows in legacy/source systems to identify data anomalies and their causes.-Utilize dimensional data modeling processes to document business requirements for data models.-Oversee the end-to-end design, development, and rollout of reporting products.-Establish and implement effective review and quality control processes for work products.

Gathered user stories to develop and deliver enhanced reporting solutions utilizing Agile methodologies. Engaged with customers to deliver enabled value and time savings around reporting managed on spreadsheets.• Facilitated design of data warehouse and supporting architecture to serve data needs across five organization functions, consolidating with existing source systems which led to 50% increase of data available to customers. • Saved over $500K to Upstream business units by delivering SAP Business Objects and Microsoft Power BI reports to customers across Well Reservoir Facility Management, Revenue Accounting, and Integrated Activity Planning organizations, replacing existing manual reporting processes maintained on manual spreadsheets. • Chaired IAP Data Quality Assurance Team and developed business rules with asset planners, improving source system data quality by 20%. • Developed and implemented standardized production loss coding structure for the Upstream organization through facilitation across stakeholders, delivering $750K of enabled value in analysis time savings and reporting efficiencies.

Performed quarterly performance metric collection, aggregation, and flux analysis for Upstream North America assets as the Global KPI performance focal for production and loss avoidance metrics. Liaised with the Global Production Reporting Standards group to ensure adherence to standard reporting guidelines for the Upstream North and South America assets.• Identified and realized opportunity revenues of $250K by implementing Global Deferment and Loss Management Standards across Upstream business units.• Facilitated development and implemented coding structure in Energy Components to prioritize shut-in well repair and maintenance, enabling prioritized decision-making abilities to recover revenue on 100K barrels per day.• Generated time savings by creating centralized performance dashboard to streamline operations, compiling weekly performance vs. target reporting for Upstream Leadership Team. • Identified data quality gaps by collaborating with engineering stakeholders to create five exception-based reports designed to minimize source data errors, resulting in a reduction of 30+ analytical hours per week.• Collaborated with Argentina Energy Components hydrocarbon allocation implementation team to develop loss management curriculum and coding structure demonstration labs, travelling to both corporate and oilfield site locations in Argentina to ensure timely and customer-focused project delivery.

Processed and analyzed daily and monthly production allocations for Pinedale asset (500+ wells, Shell and Non-Shell Operated). Conducted daily production surveillance to identify misappropriated volumes on wells using purchaser meter statements and managed state and Federal regulatory compliance.• Calculated daily production allocated volumes estimates using Quality Assurance techniques, SCADA system surveillance, and verification with operations staff to ensure accurate gas volume nominations to purchasers.• Guaranteed proper revenue and expense accrual bookings in financial statements by collaborating with revenue accounting to tie out allocated products with monthly gas and oil purchaser sales statements. • Influenced well operators and control room supervisors through training and continuous face to face engagements, validating daily well production measurements and driving improved front end data quality which led to time savings of surveilling data in Energy Components.

Focused on reducing Capital spend through trend analysis, vendor relations, and offshoring redundant finance tasks to Shared Services Center. Managed and optimized Authority for Expenditure (AFE) process to simplify funding approvals for well drilling and completions activities while eliminating long lead times in the approval process.• Reduced non-essential spend $50K per month by balancing monthly overhead budget of Asset Development Manager while seeking ways to minimize overhead spend, utilizing expenditure trends through face to face recurring engagements. • Saved ten hours of manual entry per week through managing process improvement projects around Authority for Expenditure approval process, leveraging local wells engineering and shared service center project accountants. • Utilized LEAN A3 practices to drive out expenditure waste and saved ~$250K per month by auditing 3rd party wells equipment and service vendors through on-site inventory reconciliation and face to face vendor engagements.

Analyzed and built cost dashboards resulting in the visualization of trends and implement across asset Leadership Teams.• Interpreted cost data contained in Access Based Cost Tracking Tool, providing Pinedale Wells Leadership Team with largest spend accounts and vendors to rationalize cost performance and facilitate vendor reviews monthly.

Performed revenue accounting activities for South Texas Natural Gas Assets.