Manager, M&A Projects
BP
Total years of experience :12 years, 11 Months
Evaluated acquisitions, divestments, and swaps and assessed all valuation using available financial and accounting statements. Reliably led an extended project team on acquisitions and disposals, completing due diligence on all aspects of the transaction including Tax, Legal, HSE statistics, Procurement Operator Contracts, and financial accounting. Corporate initiatives considered playing to its strengths, scaling back global and oversized operations, and funding liabilities in the Gulf of Mexico. Investigated competitors and points of advantage for the Head of Strategy. Created all marketing materials: Confidential Information Memorandums, Data Rooms, and handled Q&A while remaining adaptable for unique situations.
Key Accomplishments
•Negotiated and managed ten (10) deals worth $50m in 24 months.
•Supported complex divestments which included 16 incorporated entities, 5 partners with different rights of first refusals, tax incentives, project finance, and varying degrees of real estate permits. Identified 30 suitable international buyers by vetting financial statements and tax filings. Regularly interfaced with external lenders to acquire sizeable amounts of inventory and working capital.
•As the data expert on all third party platforms, I planned workshops to identify benefits or features that gave the team information for competitive advantage. Training materials and classroom courses were vetted by me before presentation to the wider M&A group. Valuation engines included Woodmac, IHS Herold, Thomson Reuters, Bloomberg, PLS, and Global Data.
•Enabled M&A capability by providing Project Management Leadership and Ethics industry knowledge.
Business Auditor, Internal Audit. BP January 2011 - June 2012.
Executed rigorous completion of audit planning, delivery and reporting through application of methodologies. Identified key control strengths and weaknesses under BP’s new emphasis of group risks immediately following the Gulf of Mexico incident. Delivered performance driven reports through alignment towards financial business strategy including disposals and stranded costs, anti-bribery, cash forecasting processes, appropriate delegations of authority, adherence to commercial defined practices, and financial planning assurance. Frameworks used for technical strategy audits were from PMP, COBIT, Val IT, and ITIL.
Key Accomplishments:
•Directed audits within technical strategy through subject matter expertise on operational integrity, review of end-to-end operations, awareness of security and controls, large scale SAP deployments, controlled networks, and domain privileges. New audits were developed to justify IT spend, review of governance and oversight, organizational capability, and control of proprietary or secret information.
•Delivered a total of 18 audit projects within 18 months, and communicated 30+ individual gaps in audit reports identifying systemic concerns on internal control.
•Developed a new “Introduction to leading and managing audits” training module with scenario based working sessions for new auditors joining the group.
Project Manager, Supply and Trading. BP July 2007 - December 2010.
Defined business priorities with flexibility to market driven factors, requiring immediate judgment to prioritize high-value solutions for front office analytics. Responsible for disaster recovery planning due to the nature of a 24x7 support desk that nominated and scheduled gas, calculated costs, allocations, imbalances, and storage quantities while adhering to NAESB standards. Provided leadership for up to 40 direct reports. Nucleus and Entegrate were used for physical/financial gas and power trading and MTM positions. nMarket Gas was used for scheduling and invoicing. Energy Scope (FAME), LIM, and Reuters was used for price and discovery.
Key Accomplishments:
•The primary liaison for integration, transformation, acceptance testing, and stakeholder signoff. I controlled a $1M budget to build a new global analytics team to champion quick and tactical solutions. We provided the streaming wall board notifications and simulation tools aggregating market data to predict price movements based on gas, fuel, oil, and coal prices.
•Successfully maneuvered a market intelligence project team of 10 staff into steady state production, with a 5 year total budget of $5M to store market price data (2 TB warehouse).
•Implemented the new Vendor Management system using metrics collection, escalation paths, and setting priorities. I was responsible for $10M total project spend, $1.3M annual vendor and hardware maintenance. Cost reductions were managed from $2M annually by phasing out a consulting team to staff of $1M annually.
Client relationship management included a deep understanding of trading operations, the ability to lead under uncertainty, to identify and structure the problem for the client, and suggesting ideas on resolving issue(s). Delivered business requirements, training, trouble-shooting and issues tracking, process improvements, user acceptance testing, and documentation (training and maintenance manuals) for trade deal entry, scheduling, accounting, reporting, real time position, analytics, and online exchanges. Managed project status, project plans, risk registers, milestones, and all project communications. Program languages used in were Oracle Forms & Reports 6-10g, PL/SQL, Oracle 9i and 10g multi-tier architecture, XML, HTML, and EDI.
Key Accomplishments:
Developed a repeatable software migration process at Entegra Power in Tampa, which was used for all clients point forward. Implemented a new position analysis and a real time interface with the Intercontinental Exchange for physical/financial power deals. At Senoko Power in Singapore, we delivered an out-of-the-box risk management system on time (