Download PDF

Work experience

Jun 2013Jul 2015

Business Development Manager, LNG

LNG Shell Upstream Production, Global Integrated

Responsible for identifying and developing(from concept selection to final investment decision) new business opportunities for commercialization of natural gas: liquefaction, transport, and sale to power and industry companies within the Americas region. Ensure commercialization and profit of Shell's gas portfolio from both equity production as well as marketed volumes. Align multiple departments(finance, tax, legal, technical engineering, and trading) on strategy

  • Identify new business prospects within the Caribbean and Latin America to convert to natural gas for power generation.
  • Evaluate including strategic fit, deal economics, viability, non-technical risks, and stakeholder complexity.
  • Manage confidential projects to increase profit by $500 million, including presentation of our value proposition to new customers, development of jointly beneficial and sustainable commercial structures, and negotiation of agreements
  • Engage with regulatory agencies and governmental officials to gain support for the use of natural gas, ensure the proper regulatory framework for success, and act as a trusted advisor-including diagnostic identification of needs.
  • Negotiate with utility companies, terminal owners, power generation equipment suppliers, and receiving terminal contractors for LNG supply agreements, terminal use agreements, and infrastructure development.
  • Develop supply chain models to provide the greatest value to Shell and the customers.
  • Build and continually update customer, market, and competitor intelligence database
  • Facilitate funding of projects by IFC/World Bank and/or IDB when necessary.
  • Develop and utilize economic model to advise EVP on viability of LNG as profitable monetization for gas fields.
May 2010Jul 2013

Manager-Financial Advisory Team

LNG Shell Upstream Production, Global Integrated

Led three financial advisors in America and support team in India providing commercial and financial evaluations to Vice President, General Managers and 36 sales representatives. Member of the leadership team responsible for driving sales with 125 customers, including WalMart, AutoZone, and O'Reilly. Advised on profitability, risk management, commercial strategies, and brand impact of decisions for Pennzoil, Quaker State, RainX, Formula Shell, FixAFlat, and Rotella.

  • Transformed team from reactive accountants to commercial business partners with enhanced skills and mindset change.
  • Designed optimal deal structure and negotiation strategies and guide sales teams to implement them effectively.
  • Financial business adviser for sales team accountable for $800 million in revenue, including analysis and negotiation of new business economics, renegotiation of existing agreements, risk mitigation, and relationship management.
  • Managed annual and monthly forecasting & budgeting process for all products and customers
  • Recommend pricing strategies based on economic modeling and results analysis, to enable profit optimization
  • Provided challenge and evaluation to maximize business opportunities, drive profitability, improve forecasting, and mitigate risk in both long term contract terms as well as deal structuring, pricing and promotional opportunities.
  • Led financial analysis of business proposals using a combination of Excel, Crystal Ball, and minor Visual Basic.
  • Developed an Access dashboard to portray financial and operating key performance indicators to drive decisions.
Dec 2008May 2010

Joint Venture Manager

Wind Shell WindEnergy, Inc

Served as a manager for Joint Ventures within California, Wyoming, Texas, and Iowa with ultimate accountability for the performance of each entity. Primary responsibilities included managing revenue and cost, project finance requirements, operational contracts, operational performance, venture risk, safety, and compliance with NERC and other guidelines.

  • Serve as VP Operations for Llano Estacado Wind Ventures LLC, as VP Finance for Three Wind Holdings LLC
  • Manage combined annual revenue and associated expenses(annual Cash Available for Debt Service of $39 million) through cost management, sale of Renewable Energy Credits, and contract oversight.
  • Manage venture financial performance with the financial institutions lending project finance of $188 million
  • Manage debt Financing Agreements including debt service contributions, guarantees and reserve accounts
  • Manage venture risk through insurance and contractual allocation of risk
  • Manage relationships with the utility, including recovery of over $1. 8 million related to mandated curtailment
  • Develop and utilize economic tool to analyze and compare options of PTC(Production Tax Credit) and ITC(Investment Tax Credit), making recommendations to senior management for future projects
Aug 2006Dec 2008

Business Development Manager, Crude

Crude Offshore Pipelines Shell Pipeline Co

Member of four-person team responsible for profitability of 25 pipeline systems in the Gulf of Mexico and two terminals in Southern including 12 joint venture companies. Directly accountable for revenue targets for each system and region.

  • Accountable for meeting target of $290 million in revenue and jointly accountable for $197 million in Cash Contribution/EBITDA while working with Operations personnel to ensure safe and efficient operations
  • Justify economic feasibility and return on investment for capital expenditures including a proposal to and negotiation with a customer for a $500 million capital project, and a rate structure to support such an investment
  • Identified and presented our value proposition to potential new Exploration & Production business customers
  • Negotiate and Manage Throughput, Deficiency, Transportation, and Dedication agreements with 24 customers
  • Determine tariffs(pricing) for commercial customers based on the regulatory agency requirements including a negotiation for a 15% rate increase, receiving concurrence from 100% of customers and approval from FERC
  • Build Monte Carlo models using Crystal Ball to forecast future flow rates in various production scenarios
  • Coordinate with Exploration & Production, Refining, and Trading affiliates and 24 external party customers
  • Determine acquisition and/or divestment target assets and value each financially, including due diligence
Oct 2003Aug 2006

Category Manager - Retail and Renewables

Shell Oil Products US, Retail

Led national construction services procurement team managing $100 million annual budget for capital and expense projects with 150 firms providing services to over 6,000 gas stations across the United States.  Personally responsible for $60 million in capital projects for gasoline service stations and  hydrogen fueling centers.   

  • Transformed team from a reactive, transactional role achieving $700,000 in annual savings to a proactive, strategic team which delivered $10 million savings (double annual targets) through development of supply chain cost modeling and total cost of ownership tools, process improvement, leveraged buying and aggressive negotiations
  • Developed and implemented new procurement policy, delegations of authority, a Purchase 2 Pay process, and integration with the finance tender board for Hydrogen business unit
  • Direct responsibility for team success in supplier selection, negotiation, contract management, and performance.
  • Led a cross-category negotiation team for a key supplier achieving 60% savings off existing prices, deploying the model as a negotiation best practice for others within other divisions of the company.
  • Built a training program including developing 4 tools distributed as best practices for supply chain cost modeling
  • Drove the successful integration of online bidding / reverse auctions increasing use where appropriate by 200%
  • Designed and implemented a “best practices sharing team” for procurement team members to share experiences and success with other category procurement managers globally, continuing our improvement journey to world class.
Oct 2001Oct 2003

Project Manager

Shell Oil Products, Retail

Project Manager-Purchase 2 Pay Finance Project manager leading VP, two General Managers, and 1, 000 employees through change management.

  • Received Shell Leadership Award for “making the difference between an average implementation of P2P and being the standard by which all other Shell implementation is measured”
  • Developed new policies related to supplier selection, vendor additions, use of corporate credit cards, purchase order generation, invoice processing, and payments
  • Enabled savings of $3.5 million through lower cost invoicing and payment, including increase of electronic invoicing from 2% to 20% of all invoices and an increase from 7% to 60% ACH payments within one year
  • Reduced vendors from 10,000 to 3,000 enabling more buying power leverage
  • Increased controls by decreasing invoice processors from 200 to 6 while reducing processing time from 22 to 14 days
  • Implemented the iNeed purchasing tool (front end interface to SAP) after interfacing with IT developers on design, creating 55 catalogs, training 100 users and ensuring effective user acceptance testing
  • Developed and implemented a communication plan including presentations, website, training, summary dashboard emails, personal consultations, and after action review of subproject implementation
Oct 1999Oct 2001

Procurement Representative

Equiva Services

Junior Member of three-person maintenance services procurement team responsible for $120 million budget to maintain 8,000 Retail service stations using over 500 contractor firms.  Delivered $3 million of the $4.5 million team savings

  • Negotiated a warranty and revised contract for a POS upgrade program, achieving $1 million in annual cost reduction
  • Negotiated over 50 new contracts and managed over 350 agreements with a combined $8 million annual value
  • Implemented a new records database for contract management (CMS) to improve the management process, identification of upcoming renewals or contract trigger points, and allow for information sharing across business units.
  • Developed and maintained an intranet website for department employees and engineering and sales stakeholders
  • Saved $800,000 through process improvement relative to inaccurate invoices or tax calculations, including identifying and fixing the root cause of the issues to ensure ongoing improvements