Houston, Texas, United States
I enjoy tackling a customer problem or business need and solving it with improved process design and technology. My career has been focused on designing and implementing scalable software solutions that drive revenue growth through increased end user efficiency and automation of business processes. My work experience spans both the software vendor & customer side, with a focus on business analysis, software implementation/delivery, application support, product design, application integration, project management and program management. I believe the 3 most important qualities of an effective IT leader are: -Being flexible to adapt to rapidly changing market conditions, business priorities, and technology landscapes -Assessing the state of a project or initiative and understanding when to pivot when the current strategy or plan is not working -Having a service-oriented mindset that views each project or task as a collaborative effort between IT and Business, where customer satisfaction is of the upmost importance Career Highlights: -Creating a new Forecasting module for Quorum Software’s TIPS application -Leading Energy Transfer’s Commercial NGL business through a corporate-wide rebranding from Lone Star NGL to Energy Transfer Gulf Coast NGL -Modeling / implementing Energy Transfer Gulf Coast NGL's organic growth assets into the existing Commercial NGL software stack, allowing the business to scale rapidly in 8 years to over $2 billion in revenue. -Integrating new assets from multiple Energy Transfer mergers/acquisitions into the existing Commercial NGL software stack Management/Functional Skills: Program Management • Project Management • Project Governance (PMO) • Waterfall • Agile • Scrum • Business Analysis • Solution Design • Enterprise Software Implementation • Strategic Planning • Change Management • Merger/Acquisitions Integration • System Integration • Stakeholder Engagement • Strong Communication • Relationship Building • Training and Mentoring • Negotiation and Collaboration • Budgeting and Forecasting • Continuous Improvement • Sarbanes Oxley (SOX) Compliance Technical Skills: Microsoft Project, Visio, Sharepoint, Office, Teams • Software Development Life Cycle (SDLC) • Quorum Midstream Suite (ESUITE, TIPS, QCM, QDOD) • Entero ONE (e-ONE) • Transport4 • Spira ORP • BMC Remedy • Atlassian JIRA, Confluence, Trello • SQL/T-SQL • Oracle SQL Developer • SQL Server Management Studio (SSMS) • SQL Server Reporting Services (SSRS) • SaaS • Microsoft Azure DevOps • Zoom • Cisco WebEx
I managed the largest implementation project in Spira Data Corp's history (budget of $2+ million) for the company’s largest customer, Select Water Solutions. I worked in a cross-functional IT, business and vendor team of 40-50 people to implement the Spira cloud-based Operations Resource Platform (ORP) for Select Water Solutions’ trucking and disposals business streams, which process 85,000+ field tickets and 30,000+ invoices per month. I also collaborated with the team to design, test and deploy system integrations between the Spira ORP system and various third party field ticketing systems (Enverus OpenTicket, Engage Mobilize E-Ticketing) and ERP systems (Microsoft Dynamics NAV and Dynamics 365). As the project manager, I oversaw the project scope, budget, schedule, stakeholders, risks, issues, communication plans and change orders. I also created and maintained project documents such as SOWs, success criteria, status reports, requirements and gap analysis docs, functional design specs, test plans, lessons learned docs, etc.
I managed a team of 5 senior-level IT analysts and 2 contractors that provided technical project services and application support for Energy Transfer's Northeast NGL and Gulf Coast NGL (formerly Lone Star NGL) commercial business units. Over an 8-year period, the Gulf Coast NGL's Y-Grade and NGL storage, transportation, marketing and export businesses grew to $2+ billion in revenue, due in part to their use of a scalable, enterprise commercial application stack consisting of Entero ONE (e-ONE), Transport4, custom-built BizTalk/web services interfaces, web UI’s & SSRS reports. My team supported the use of this NGL commercial application stack by multiple back office groups, including purity NGL and Y-Grade scheduling, NGL marketing/distribution, contract administration, and revenue accounting. We continually worked on improving business processes and automating business functions for these teams, to allow them to rapidly scale their business with minimal headcount additions. I also oversaw the NGL commercial capital IT program, which consisted of multiple projects ranging in total from $1.8 million to $3 million. I worked very closely with the IT and business steering committee to prioritize the project deliverables throughout the year.
I managed a team of 3 IT analysts that provided application support and technical project services for a wide variety of software applications used by multiple departments, such as EH&S, Midstream Accounting, Upstream Accounting, Gas Marketing/Trading, Risk Management, Measurement and Right of Way. When Eagle Rock sold its midstream business to Regency Gas Partners (now Energy Transfer), I was the primary IT resource to facilitate the divestiture of the midstream software application assets. My team also worked closely with our Regency IT counterparts to rapidly transition the Eagle Rock midstream assets into Regency's application landscape in 3 months.
I collaborated with the Director of Commercial at Enterprise Products Partners, Quorum Software's CTO and a cross-functional team to design and implement a new forecasting module for Quorum's flagship gas plant accounting software, TIPS. This module allowed the Commercial group to generate producer settlements for future months and simulate what-if scenarios, which increased the accuracy of their monthly and long-term forecasts. I also took over as project manager for a larger-scale Quorum midstream suite upgrade mid-way, where the previous project manager allowed the project spend rate to exceed the work output. After negotiating project budget and resourcing changes that were satisfactory to the customer, the project team was able to drive the software upgrade to completion. The projects had budgets ranging from $800,000 to $2 million and were delivered on time and at or under budget.
As a member of Quorum Software's Midstream Project Services team, I functioned as a project lead or as the project manager on software implementation projects for several midstream energy customers. All these projects involved working with a cross-functional team to install or upgrade the Quorum midstream suite in the client environments. Both projects introduced enhancements that helped automate contract administration and accounting functions previously done in spreadsheets. The projects had budgets ranging from $150,000 to $1 million and were delivered on time and at or under budget.
As a member of Quorum Software's Midstream Support team, I provided firstline production support for the Quorum midstream suite for various midstream energy customers. I worked on production support fixes in a timely manner and kept clients informed of issue statuses and hours billed. I also designed, developed and tested client enhancements, the largest of which was a custom contract change report for Oneok's contract administration group. The report allowed them to track all the changes made to their gathering and processing contracts, which aided in answering audit questions more quickly.