Experience

• 

  Shell

  Jan 2003 - now

  • Developed new commercial eco-system for a ground up, new class of business within Shell• Lead sales strategy, sales planning, and marketing efforts to develop a robust sales pipeline of fleet customers centered around Shell CNG stations in the Upper West Coast (From Central CA to Vancouver BC Canada) and across the Trans-Canadian highway system• Identified partners and created commercial deals to expand CNG station footprint beyond Shell owned physical locations• Lead creative commercial dealmaking implementing unique contract solutions• Originated M&A opportunities and developed 5-year strategy post acquisition Show less • Responsible for transforming the team from Quality Police to Business Enablers by working collectively with ICAMs and Distributor partners to assess the business opportunity, understand the distributors current capabilities, and develop gap closure & mitigation to ensure product quality throughout the molecule’s delivery to the end customer• Understand the market conditions and translate to impaired business objectives to influence key stakeholders to agree to flexibility / deviation from Shell standards (Drum and Pail shortage and Shell Trade Dress)• Lead investigations with counterfeit product in market place and work cross organizationally to secure the right support for Legal to take firm action. Evaluate anti-counterfeit measures and sell into Marketing as a key differentiator with competitors• Manage risk out of our Distributor Network by identifying gaps in distributors operations helping them improve operational performance standards and expectations of staff Show less • New Leadership role in the North America Logistics organization - responsible for establishing the organization, process and procedures necessary to ensure active management of the distributor (indirect) supply channel and Shell Lubricants logistics operations – $75MM annual budget. • Provide the means for collaborative engagement with the distributor network to create more value across the distributor channel (Lead Benchmarking study and Inventory Management Commercialization). • Define the Indirect Logistics Team roles and responsibilities, including Standard Work, ways of working within the internal Sales & Supply Chain organizations, and ways of working with distributors.• Develop value add activities for Distributors (Continuing Professional Development, Value Improvement Workshops, etc.) Show less • Key Leadership role in the North America Logistics organization – responsible for both the contract management and operations or 3rd Party warehouses. Direct supervision of five direct staff ensuring safe and efficient operations.• Responsible for $25MM annual operating budget and inventory management of 1100 SKUs valued at $100MM across 2MM sqft warehouse space located in: Calgary, AB and Brockville, ON CANADA; and Columbus, OH, Fontana, CA, and two facilities in Houston, TX – one dedicated to Export and one dedicated to Domestic shipments• As Contract Holder – delivered robust Post Award Contract Management through Quarterly Business Plans• Led two projects with simultaneous delivery to close two proprietary RDCs and startup of new 3rd Party operated RDCs• Delivered Operational savings 150% of 2014 target value. Actions taken in Q4 2014 to deliver 100% of 2015 target value• Developed staff with “in the moment” coaching as well as formal coaching, at minimum quarterly. Ensured all staff was trained and certified in Continuous Improvement (CI) – with all having at least one active CI project at any given time Show less • Using CIRRUS Software, modeled scenarios to improve operational efficiency at the Houston RDC, evaluated, and made recommendations to Logistics Leadership. Full implementation would result in 25% warehouse staff reduction.• Operationalized $65MM valued contract in the transition from proprietary Regional DC’s (RDC) to 3PL operated RDC• Developed and lead all aspects of project plan – directed 10 internal staff (Safety, IT, HR, Inventory Planners, Contracts & Procurement, Real Estate and Impacted sites) as well as external staff on project plan activities• Simplified business by reducing overall cost per gallon (OPEX) by 20%• Used Lean/Six Sigma tools to reduce complexity and improve cost structure at multiple North American site operations Show less

  • Marketing Manager: Construction & Mining North America

    Oct 2024 - now

  • Business Development Manager - Renewable Natural Gas - West Coast and Canada

    Aug 2022 - Sept 2024

  • Distributor Product Quality and Assurance Manager

    Jun 2019 - Sept 2022

  • Indirect Logistics Manager

    Mar 2015 - Jun 2019

  • North America 3rd Party Warehousing Manager

    Sept 2013 - Mar 2015

  • Project Manager - Logistics

    Jan 2010 - Sept 2013

  • Global Base Oil and 3rd Party Finished Goods Planner

    Jan 2009 - May 2011

  • GSAP Logistics Cutover Lead

    Jan 2008 - Dec 2008

  • Transportation Analyst

    Mar 2006 - Jan 2008

  • Operations Analyst

    Jan 2003 - Mar 2006