Schlumberger

• Responsible for developing & implementing an enterprise-wide common Reporting & Planning Platform
• Enable cross functional strategy coordination between Sales, Planning, and Finance domains
• Unified Business Reporting requirements, with a focus on Valuable & Actionable analytics 
• Created Standard Interoperability Protocols, to enable the Integrated Business Planning (IBP) rollout
• Developed Business/Geography specific Operating Models, to establish Reporting and Planning requirements 
• Defined various Business System enhancements necessary to unify reporting and satisfy operational visibility
• Modified various Corporate Information Models (CIM), to enable centralized Operational Reporting
• Developed the Data & Analytics strategy and capabilities, including defining vendors and tools to build robust, integrated data sets, capabilities, and insights
• Reviewed the BI corporate and self-service strategies endorsed by the CIO, vice presidents, and business leaders

Commentary: 
Borne out of a desire to unify strategy across Finance, Sales, & Operational Planning; the role was established to enable the development of an enterprise-wide common reporting & planning platform. The output, a singular platform to 1) Convert various Demand Signals into an actionable Operating Plan 2) Enable Financialization of Operating Plan 3) Provide Postmortem Business Reporting & Insights.

Senior Finance Director | Data & Analytics

• Provide financial leadership, including global ownership for reporting, budgeting, & forecasting, ~$4B Rev per Annum
• Responsible for monthly close reporting and ensuring business compliance with internal controls (SOX & GAAP)
• Support development of new business strategy, with main levers including Business Model Optimization, NPD Rationalization, Product Cost Leadership, & Business Digitization
• Responsible for developing the business intelligence portfolio, including a team of 4 Data Scientists/BI Analysts 
• Partner with operations to develop data models, automation tools, and data visualizations to guide strategic decisions
• Established Corporate Information Models (CIM), unifying unstructured data sets to support key business decisions
• Review & support business acquisitions, joint venture set up, and partnership activity to ensure viability
• Provide overall coordination of the business tax strategy; including transfer pricing & compliance
• Review significant contracts and tenders to ensure sufficient risk mitigation strategies are in place
• Review major capital projects and ensure capital stewardship

Key Deliverables:
• Reduced global Compensation from 18.3% -> 17.1% (of revenue), an improvement of 52 Basis Points 
• Reduced global Material & Supplies expense from 7.66% -> 6.36%, an improvement of 130 Basis Points		

Commentary: 
The Fluids Business Line is comprised of Schlumberger’s Drilling Fluids, Completion Fluids, & Cementing offerings; with annual Revenues of $4B and Headcount of 7000+. As Senior Finance Director, I am personally responsible for worldwide Financial Performance, Capital Stewardship, and development of the Business Intelligence Portfolio.

Senior Finance Director | Fluids

• Responsible for company wide CAPEX planning of field Equipment across all PL’s, approx. $1B per Annum
• Actively managed the OPEX Budgeting & Forecasting process for the Technology function, approx. $3.5B per Annum
• Responsible for Asset Compliance of the Company’s fleet across all operating geographies, approx. $30+ Billion
• Developed Automated Cost of Service Delivery reporting at the Technology/Geography level
• Led the development of Job Profitability tools, leveraging both Operational & Financial Business Systems
• Supported all Product Lines in extending Maintenance Triggers, reducing maintenance events /spend
• Drafted policies on Asset Refurbishment, Sustaining Cost Recovery, & New Technology Development
• Managed a Team of Data Scientists/Engineers in developing Management Visibility Tools / Dashboards
• Developed Financial Models to compute value generated via reducing Maintenance Frequency, Intensity, Etc.
• Developed externally focused financial strategies revolving around monetizing asset health monitoring (APM)
• Drove the reduction of Idle Assets & Backup Tools via both live data monitoring and financial incentives

Key Deliverables:
• Reduced global Depreciation Expenses from 6.36% -> 5.84%, an improvement of 52 Basis Points
• Reduced global Material & Supplies expense from 7.66% -> 6.36%, an improvement of 130 Basis Points
• Delivered savings of $640M YoY in terms of reduction in Cost of Service Delivery per activity			

Commentary: 
The Technology Lifecycle Management Business Function combines Schlumberger’s Maintenance and Sustaining functions; and is responsible for technology assurance from Commercialization to Retirement. Beyond the traditional Finance responsibilities of Profit & Loss management (P&L), my primary areas of focus were reducing Cost of Service Delivery (COSD) while simultaneously increasing Asset Utilization.

Finance Director | Technology Lifecycle Management

• Led the company’s worldwide transformation initiative around asset ownership (~$20B GBV)
• Revamped the companywide accounting structure to enable virtual visibility & central asset ownership
• Redeveloped the accounting sub-system in all operating geographies to enable P&L capture and visibility
• Managed a team of 40 who performed worldwide asset demarcation, verification, and risk quantification
• Managed a team of 6 Analysts/Controllers in designing, building, and ruggedizing leasing models
• Developed the Perpetual Asset Count program, which cross referenced the ERP, Maintenance System, and actual count records; reducing the count population by ~50% while focusing on high risk populations
• Revised the month end accounting process and drafted the associated corporate Financial Procedure
• Led development of SAS based Visualization Dashboards, designed to automate workflows
• Developed the program’s corporate governance model, including reoccurring meetings with operations 
• Managed the roadmap for maintenance system enhancements 
• Deployed an automated solution which force aligned asset movements in both the maintenance and financial systems
• Ensured Fiscal compliance with cross boarder asset movements via deploying an asset transfer matrix 

Key Deliverables:
• Improved global Asset Utilization from 2.14% -> 3.53%, an improvement of 65%

Commentary: 
The Asset Lease Program was developed to convert the Asset Fleet into a Variable cost, via the use of a Leasing Model. The Program was designed with a dual mandate of improving Asset Utilization while simultaneous reducing the Cost of Service Delivery; with a project scope of $20B GBV. This journey represented a complete financial and operational transformation, including Network Rationalization, Business System Enhancements, Accounting Hierarchy/Process Changes, Operational Model Development, & Change Management.

Transformation Program Manager | Assets

• Developed the segment’s transformation strategy around inventory management (~$500M GBV) 
• Led the segment’s global inventory visibility program which required the ingestion of data sets spanning multiple business systems and operating geographies 
• Developed a statistical forecasting model to predict inventory levels by location; accounting for incoming pipeline, demand signals, projected revenue, etc.
• Designed the Inventory Risk Assessment Framework, which was deployed as part of the tender review process to quantify financial risks associated with customer T&Cs
• Involved in implementing "Intelligent" Part Numbering (iSKU) schema, enabling attribute-based inventory planning 
• Ensured Inventory & Warehouse processes/controls were in place and that inventory controls were effective
• Implemented an enhanced Inventory transfer (FMT) program, coupled with HQ incentive structure
• Managed global inventory impairment program, with specific focus on technical/market obsolescence risk 

Key Deliverables:
• Reduced global Inventory from $463M -> $314M (while maneuvering a contracting market), a reduction of $149M
 
Commentary: 
A key part of a transformation initiative at the intersection of Finance and Operational Planning. The role’s key focus was on managing the segment’s working capital and liquidity objectives, via right sizing the balance sheet while ensuring operational continuity (right inventory, right place, right place). Reducing inventory levels while maneuvering a contracting market environment was both challenging and rewarding, with the result being an effective inventory reduction of ~$150M.

Global Controller | Inventory

• Lead several region-based audit engagements spanning all business units. Responsible for all aspects of project execution including scoping, resource allocation, implementation, and drafting of final deliverable 
• Performed several IT focused reviews (ex: Oracle Procure to Pay) assessing process & system controls
• Engaged in both Due Diligence and Post Acquisition Reviews of several acquired businesses
• Developed key performance indicators to facilitate predictive analytics and quantitative risk assessments
• Managed worldwide business reviews, including global inventory assessments & balance sheet tests
• Developed the Engineering, Manufacturing, & Sustaining audit methodology and work programs
• Utilized KPIs to build visual management dashboards, highlighting key areas of concern 

Commentary: 
Designed as a management fast track program, with the intention of affording team members high level visibility of Schlumberger’s various business segments, operational activities, & executive team.

Corporate Internal Auditor

• Conducted a landmark study on the true cost of internal machining capacity considering the current cost structure, machine availability, and employee efficiency/utilization 
• Negotiated a new transfer scheme in which pricing was a function of capacity utilization
• Engineered a new standard costing paradigm which included revisiting all product routings, revising absorption rates (via activity based costing), establishing minimum order quantities on high-volume/low-risk parts, and developing a mathematical model for raw material pricing
• Managed/Approved capital expenditure spend in excess of $10 Million
• Conducted a thorough review of all “At-Risk” inventory and its associated obsolescence provision in order to quantity exposure
• Developed new management P&L’s (per product line) via utilization of a modified account structure

Commentary: 
Out of the frying pan and into the fire, this role required a substantial shift in approach as I went from being responsible for a start-up operation to the largest fully integrated manufacturing center in the company (10 times the size). As a result, my focus during the course of this job has been less deployment and more improvement via strengthening existing controls, process change management, and team building. Major areas of interest include inventory management, shop floor control, and product costing.

Center Controller | Engineering, Manufacturing, & Sustaining

• Deployed the site ERP system (MFGPro) and managed associated training of site staff  
• Drafted and deployed the localized standard financial practices (in order to ensure an across-the-board implementation of standard finance practices)
• Implemented all financial controls (segregation of duties, P2P standard, authorization matrix, etc.)
• Analyzed and controlled investments (Capex, Inventory, Projects, DSO) 
• Performed monthly reviews of Profit & Loss and Balance Sheet accounts
• Prepared and presented monthly variance analysis by job 
• Undertook financial planning, forecasting, and monitoring of results versus objectives 
• Established relations with the regional supplier base (due to a lack of a mature Supply Chain function)
• Trained and developed both the Finance and Supply Chain teams
• Assisted with the planning & implementation of the IT infrastructure
• Managed the entire legal registration process with local authorities (Registration, Licenses, & Zoning issues)
• Assisted with the development of the business model & transfer pricing in order to ensure tax efficiency
• Directly engaged in tax planning (royalties, shared cost allocations) and local tax preparation (fiscal books.)
• Participated in SOX audits of other regional manufacturing centers (Inventory Lead)

Manufacturing Controller

• Streamlined the finance reporting process in order to eliminate non-value added work
• Conducted a review of inventory levels, past & future usage, and obsolesce reserves to gauge accuracy  
• Established and analyzed budgetary figures for the 3 legal entities associated with the site
• Completed review of Labor & Overhead rates
• Implemented controls on procurement activity in order to validate firm demand before placing orders

Backfill Controller

• Analyzed company-wide Absorption methodologies and their potential implications on pricing/tendering 
• Established & analyzed year budgetary figures for the entire segment
• Built Ad-Hoc reporting tools for the Finance Community (via Access and VB)
• Reviewed/Audited reporting methodologies of various centers (inconsistencies in financial reporting)
• Assisted with identifying currency exposure issues related to foreign currency expense

Senior Financial Analyst

• Reviewed balance sheet accounts, reconciled and prepared associated balance sheet notes
• Analyzed Profit & Loss variance and reviewed detailed revenue and cost transactions
• Controlled and prepared general ledger entries including prepaids, accruals, allocations, etc
• Controlled inventory including evaluation of product cost, material accuracy, period physical inventory, etc. 
• Established standard overhead rates
• Established standards of control over material and finished goods movements.
• Coordinated with Purchasing, Materials and Operations Management on issues of product cost
• Supported implementation of manufacturing accounting and control systems

Senior Cost Accountant

• Prepared necessary month end journal entries and account reconciliations as required
• Analyzed and reported to Management spend activity of the plant versus budget and forecast
• Assisted Plant Management in the development of the Annual Budget
• Performed general ledger reconciliation and analysis
• Reviewed standard cost of manufactured products

Cost Accountant

Albemarle

• Conducted timely monthly closing including budget variances and key performance indicators
• Prepared weekly and monthly results of operations to management
• Performed Year end closing functions
• Prepared, coordinated and managed budgets and forecasts (daily, weekly & monthly)
• Analyzed and interpreted financial and accounting information

Assistant Controller

IT Quest

• Performed accounts payable entries
• Compiled and analyzed financial information to prepare entries to accounts.
• Prepared financial statements

Accounts Payable/Bookkeeping Clerk

As a Senior Finance Leader with extensive experience in the oilfield services industry, I specialize in blending Finance, Data, and Analytics to drive significant improvements in business performance. My passion lies in building high-performing teams, challenging the status quo, and exceeding customer expectations. I thrive in diverse and multicultural environments, leveraging my expertise in strategic planning, business intelligence, and cross-functional collaboration to deliver exceptional results. With a strong commitment to integrity, continuous growth, and effective communication, I aim to add value and make a lasting impact on every organization I serve.

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