United Kingdom
Liz brings over 20 years of hands-on experience in the oil & gas industry, working at the intersection of operations, systems, and business transformation. She started her career in audit before moving into revenue and marketing accounting, and later into operational leadership roles responsible focused on improving day-to-day processes and partnering closely with trading, operations, finance, and risk. She’s worked through system implementations, recoveries, restructures, divestitures, and operating model shifts, helping teams stabilize platforms, build confidence after go-lives, and embed operating routines that hold up under real-world pressure. Her accounting background gives her a strong front-to-back understanding of P&L and valuation flows, which she uses to bridge the gap between business intent and system design. She’s known for rolling up her sleeves, cutting through ambiguity, creating momentum, and bridging the gap between business intent and real-world execution. At the heart of everything she does, is a belief that strong operations and people-centred leadership go hand in hand. Sustainable transformation happens when systems work and people feel supported, trusted, and equipped to succeed. Originally from Texas and now living in the UK, she is a mom that loves experiencing new cultures through food and experiences. https://www.oliverwyman.com/veritas.html
I partner with energy and commodities clients to strengthen trading and finance operations with a practical focus on operational excellence, risk management and value realization. The Veritas team brings deep expertise across trading, operations, risk, and technology, working closely with client teams to simplify complexity, support better decision-making, and ensure solutions stand up in real-world, day-to-day operations.
Supporting INEOS Energy Trading with Allegro Horizon by turning complex Crude and Gas operations into clear, usable ways of working. I partner closely with front, middle, and back-office teams to document how work really happens, close process gaps, and build practical training that improves user confidence, speeds up adoption, and reduces operational risk. The impact: clearer end-to-end trade lifecycle understanding, more consistent system usage across UK and US teams, and a growing knowledge base that enables teams to operate independently and with confidence.
Led project and programme management for large-scale learning & development transformations across multiple regions, focused on building the structure, governance, and delivery models needed to scale human-centred impact. Partnered closely with facilitators, delivery teams, and stakeholders to align ways of working, improve documentation and process clarity (85%), and reduce friction across programmes. Supported delivery from pilot through full rollout, scaling from 4 to 17 markets and reaching 2,100+ participants, while introducing practical governance, tooling, and workflows that reduced manual effort, improved visibility, and enabled consistent, high-quality delivery at scale.
Led back-office–focused business analysis for the Allegro ETRM implementation, partnering closely with accounting, finance, and operations to bring clarity and control to valuation, settlement, and inventory. Focused on aligning Allegro with SAP and SAP PRA, simplifying netback reporting, and automating monthly allocations so close was faster, cleaner, and more reliable. Supported testing and go-live by resolving long-standing reconciliation issues, helping clear a $20M net receivables balance and cutting month-end close time in half.
Managed a revenue accounting team responsible for monthly accruals, revenue processing, and financial analysis, with a focus on accuracy and consistency. Standardised processes and automated reporting, saving 80+ hours per month, and partnered cross-functionally to resolve deductions, audits, and variances. Led regular stakeholder reviews to ensure revenue was booked correctly each month.
Led the Marketing Accounting team through the insourcing of marketing responsibilities alongside the Allegro system implementation, acting as the bridge between external project teams and internal Revenue, Marketing, and Division Order functions. Guided the team through multiple testing cycles, unblocked an 18-month UAT backlog, and shaped key Allegro requirements to ensure accurate downstream accounting and reporting. Introduced automation and robotics to improve cash flow visibility and month-end analysis, developed in-system netback reporting, and strengthened controls around margins, shipping and handling, inventory, and deductions to improve financial accuracy and confidence across the business.