Andres Barthel

Experience

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  Texaco

  Sept 1994 - Oct 2002

  In charge of coordination and support to field operations relating to delivery of aviation fuel at 7 Colombian airports; capital expenditure of up to US$ 3 million; administration of spending budget of up to US$ 3 million; quality control; and supervision of 40 employees.Reduced spending in the aviation segment by 14%Standardized purchase of spare parts and inputSystematically optimized communications between staff at the field and headquartersActively participated in Joint Operations contract administration, JO meetings and documentation for several locations in Colombia Show less Responsible for the sales volume from San Andrés Islas District; reception, storage and delivery of fuels to industrial clients; maintenance of marine terminal; management and programming of the tanker fleet; administration of the lubricant storage; trading of lubricants through the wholesale dealer; relations with the local government and community; supervision of 21 employees.Led the upgrade and reconstruction of 4 service stations on the island.Renewed and improved the staff's profile required to become part of the company. Show less In charge of reception, storage and delivery of fuels to airlines; fulfillment of quality control, on-time deliveries fulfilling international standards; capital expenditure of up to US$ 700,000; administration of an annual spending budget of up to US$ 300,000; customer service; plant and fuel supplying equipment maintenance; relations with airport authorities and airline representatives.Established models for management and documentation of records.Systemized formats and records, which sped up the communication and consultation process.Participated in the operational and engineering reform at the Aviation Plant, an initiative that allowed total fulfillment of standards and the industry good practices. Show less

  • Aviation Operations Supervisor

    May 2001 - Oct 2002

  • Terminal Operations & District Manager

    Aug 1997 - May 2001

  • Aviation Plant Superintendent

    Sept 1994 - Aug 1997
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  Chevron

  Nov 2002 - Nov 2012

  Leading Aviation fuels business during Chevron's major Caribbean & Centralamerica divestment Projects in 2011 and 2012.- Location management responsibilities for both Commercial and General Aviation activities at 6 countries and 17+ locations including Airports and FBOs- P&L responsibilities for the area, Credit clearance, Payment follow ups and all inherent Pricing and Transactional activities that each market/class of trade / location demands.- Product Demand Forecast - Complete Bid to Contract Process using Salesforce.com to maintain business profitability and portfolio of customers which at the end add value to the divestment transaction itself.- Exterme multitasking environment and keeping focus on several critical activities to ensure a success divestment of 20+ countries and achieving P&L responsibilities on Sales and Earnings. Show less Significant value through selective business development activitiesDrive alignment and support of Downstream and GS&T strategies Effective cross-functional coordination with other Downstream and GS&T units inside the Region to maximize enterprise value Effective execution of projects including negotiations with Government representatives and Officials. Portfolio AnalysisComprehensive Portfolio Analysis, planning and timely Regional execution including:Deliver material P&L improvements through prioritized CGA market withdrawals, and targeted revenue improvements Active and effective engagement with all stakeholders in and outside of Chevron to ensure orderly market withdrawalsTimely and comprehensive support as required for any Downstream Portfolio studies and/or execution of asset acquisitions / divestments Managing New Business Development activities for the Latin America & Caribbean Region.Responsible for portfolio analysis and execution. Participation in Capital Stewardship and strategy driven CAPEX allocationPrimary contact with GS&T Strategy, Downstream Strategy, and other Chevron strategy organizations Show less Directly responsible for P&L objectives in geographical area (Western and Central Caribbean, and Central America) through strong relationships with high level, culturally diverse global airline executives, outstanding customer service, professional tender negotiating skills (prices, volumes, duration, contract terms, credit) and prudent credit recommendations. Improved EAT from 3 MMUsd to 11 MMUsd in a period of 3 yearsAccountable for effective day-to-day price management in geographical area; obtaining, evaluating and internally communicating market intelligence and competitive pricing activity through information gathering, customer feedback, market conditions and industry trends; and maintaining a working knowledge of airport, terminals, refineries and other logistics, including competitive information on ownership and throughput volume for various airports and suppliers.Established strategy/plans for each airport through semi annual meetings with geographic affiliates, aviation operation/NBD personnel and/or other Business Units, by analyzing historical results, country economic/political conditions, marketing/refining environment, supply/logistics costs/expense, and competitor activity, strategic maxims, customer portfolio and SWOT. Execute strategy to grow aviation profits and provide strong return on capital employed.Actively engage other Business Units to ensure proper professional cooperation was maintained in order to develop and achieve business goals which maximize overall corporate profits and synergy capture. Show less Responsible for the coordination and support to field operations relating to delivery of aviation fuel at 7 Colombian airports; capital expenditure of up to US$ 3 million; administration of spending budget; quality control for aviation fuels; customer service; price management; administration of commercial proposals, contracts, tenders, client portfolio and relations with national and international clients. Participated in the ChevronTexaco Global Aviation Operational Excellency Commission and the ICONTEC Turbo-fuel Commission; 40-people team.Reduced portfolio exposure to US$ 3 million from US$ 5 million, through restructuring and optimization of client commercial conditions. Improved billing process of aviation fuels nationwide, as well as collection of payment through electronic transferences and pre-payment.Created training modules on handling of aviation fuel (Static Electricity and Industrial Safety). Show less

  • Aviation Regional Transition Manager

    Jun 2010 - Nov 2012

  • Regional Business Development Manager

    Feb 2008 - Jun 2010

  • Aviation Fuels Marketing Manager

    Nov 2004 - Feb 2008

  • Aviation Manager

    Nov 2002 - Oct 2004
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  Sol Petroleum

  Aug 2013 - Jun 2020

  Delivered consistently the financial objectives, specifically Opex (15+ MMUSD) and Capex Management (8+MMUSD) as per agreed targets for 14 airport locations and marine terminals.Participated and lead several airport concession/lease agreement renewals with various airport authorities and related governments in several locationsActively participated in various NBD opportunities inside and outside the assigned regionGenerated the yearly OPEX and CAPEX budgets as well as staffing and training plans for 100 employees.Delivered quality aviation fuels to customers by maintaining highest aviation operational as per global industry standards.Monitored and ensured closeout of findings from Ops and QC internal and external 3rd party audits.Participated and lead several JO and JV board meetings while ensuring alignment and establishing goals and metrics extracting maximised value and financial returns for the stakeholders.Effectively managed stock controls by ensuring stock variances were maintained within industry limits through improved stock measurement, reconciliation and training.Effectively involved in product supply matters by ensuring alternative supply was put in place to avoid stock out situations.Further improved the operational efficiency including equipment, vehicles and manpower including preventitive maintenance of key equipment.Developed the operations staff, through a systematic process of task setting, appraisal (at least two formal appraisals must be completed for all staff during the year), encouragement, and coaching, to help develop the best talent.Developed and submitted operational reports to track KPIs such as: # of employees, safety management, trucks, miles driven, quantities delivered, hours worked, overtime worked, Opex spend, Capex spend, HSSE incidents – with the final objective to lower operational costs.Operated safely and with due care for the protection of the environment and the health of employees. Show less

  • Aviation Regional Operations Manager

    Jul 2013 - Jun 2020

  • Aviation Fuels Consulting

    Aug 2013 - Dec 2013
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  ABConsulting

  Jun 2020 - Aug 2020

  Owner

  Aviation Fuels Management Expertise:- Operations Management- Commercial and General Aviation Management- New Business Development- Stakeholders Relationship (Airlines/Airport Authorities)- People Development & Coaching- Mergers & Acquisitions

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  RUBiS Cayman Islands

  Aug 2020 - now

  Managing Director