S u m m a r y

Upstream and downstream oil and gas experience in progressive roles, spanning Global Operations, Sales, Marketing & Business Development. Proven success leading global cross-functional projects and teams driving innovations in pricing strategy, business planning, process efficiency, market analysis, product line strategy, tender and contract management processes and global sales systems.

Bachelor of BA

President Confidential 

Board Member Confidential

Co-Chair Confidential

Dec 2009 - Present Confidential Houston, TX
Global Commercial Manager – Global Sales & Marketing
Responsible for maximizing long-term commercial win rate and profit-potential by building & directing team of subject-matter-experts to define and execute a vision for optimizing tender, contract and price management performance across all product lines representing approximately $20B in annual revenues brought in by sales personnel across 80 countries.

Key Achievements:

• Built global consensus for a new commercial management process balancing management governance with user-efficiency, global standardization with regional adaptability and providing scalability by product line, size and strategic priority. Successful preliminary implementations in all regions with executive, line management and front-end sales support.
• Successfully implemented enterprise-wide review process for largest global opportunities (>$200M). The Strategic Review Board, or SRB, drives rapid priority alignment at executive level across multiple organizational boundaries through streamlined communications, early visibility of critical issues and facilitation of urgent corrective internal and external actions, adoption of standard sales processes and allocation of enterprise-level support resources. Key region teams now voluntarily adopting SRB model for local reviews (>$50M).
• Built Global Tender Support team providing strategies, tactics and general support to under-resourced regional and local sales teams for major tenders and contracts. Nearly 250 opportunities supported to-date ranging from full support, involving direct team participation on-location, to partial support, involving remote advisement and participation on key commercial issues, questions or activities.
• Production of new training courses entitled Winning Strategic Opportunities (WSO) and Price Optimization which teach commercial and pricing strategies, best-practices and risk management as well as support adoption and refinement of process standards and proactive sales engagement, internally and externally, prior to tender release date.
• Developed popular Standard Tender Content Library to optimize quality and efficiency of tender document preparation resulting in over 600 managed documents and templates, generating 10,000 - 15,000 website visits per month.

May 2009 – Dec 2009 Confidential Houston, TX
Manager, Market and Pricing – Marketing & Business Development
Responsible for integrating and directing Market Research, Pricing Strategy & Systems and Product Line Performance Analysis teams for Baker Atlas and INTEQ product lines representing approximately $17B in total available market and $3B in annual revenues while retaining all responsibilities of preceding role.

Key Achievements:

• Managed rapid transition of Baker Atlas and INTEQ stand-alone Market and Pricing groups into single Drilling & Evaluation Product Center team with core functions and analysis systems operationally integrated 8 days after transition date.
• Established and led Cross-Product Line Pricing Team to identify best-practices and align pricing objectives across the organization. Preliminary successes include standardized “Terms and Conditions”, disclaimers and currency conversion policies, identity standards, and creation of a popular online cross-product line resource for pricing reference materials.

2005 – May 2009 Confidential Houston, TX
Manager, Marketing Information Systems – Marketing & Business Development
Responsible for leading Market Research, Pricing Strategy & Systems and Product Line Performance Analysis team for Baker Atlas product line. Core objectives include: Business plan development and support through qualitative and quantitative market and product line intelligence, governance of Global Product Initiative (GPI) principles, product line performance analysis (PLR/NPR), eQUIP/POWER and GPI-Enabled Eclips pricing capabilities, LQA enhancements and pricing improvement initiatives.

Key Achievements:

• Successfully developed and launched new global pricing systems and structures to improve market responsiveness, process efficiency and pricing opportunities. Upon completion, global pricing-revision cycle reduced from 6 months to less than 3 weeks.
• Created market valuation, segmentation and share projection models to estimate key target markets and analyze market drivers. Primary source within the product center for market analysis, research and business plan validation.

2004 – 2005 Confidential Houston, TX
Business Analyst – Global Operations
Led the development and execution of quality improvement initiatives, divisional reporting mechanisms, corporate business plans, and management development programs to support strategic initiatives in accordance with Vice President, Global Operations’ Strategic Objectives.

Key Achievements:

• Led development of Global Log Quality Assessment System to measure and improve product and service delivery worldwide. Rigorous program management enabled system conception, development and successful global deployment in less than 90 days.
• Played key role in development of organization’s first Management Development Program targeted specifically for Operations Management personnel. Program’s success led to benchmarking and adoption by parent organization.

1998 – 2001 Confidential Gretna, LA
Accounting Manager - Accounts Receivable

Responsible for direction of staff in the collection of $17MM per year in Medicaid claims from the State of Louisiana and compliance with all state and federal regulations.

Key Achievements:

• Reversed cash flow issues by reducing accounts receivable balance from $1.4M to $0.3M in 1 year and collecting $0.5M in bad-debt.
• Developed process innovations to improve accuracy, efficiency and cash flow including EDI Electronic Data Interchange to streamline accounting functions resulting in decreased payroll/billing processing time from 20 hours/3 employees to 12 hours/2 employees.

Gasoline Compliance Analyst

Responsible for analyzing and reporting quality control and inventory shipment data in accordance with the Clean Air Act 40CFR.79.

Key Achievements:

• Developed and deployed highly successful internal EPA reporting system.
• Implemented lab data direct interface to improve accuracy, latency and auditability of compliance records.