Accomplished Petroleum Engineer / MBA with 24 years experience across the E&P value chain, principally in asset and engineering management, and strategic planning leadership. Proven ability to lead cross-functional teams in exploration, appraisal & development of new unconventional oil plays, as well as asset management, P&L accountability, strategic planning, acquisitions/divestitures, financial and business performance analysis, investment appraisal, and commodity market analysis.
Guided Rockies Business Unit to successfully deliver P&L performance targets - new resource development, production, capital, operating expenses.
Directed multi-functional asset team through exploration & appraisal of successful new oil plays (Parkman, Turner, Frontier formations) in Powder RIver Basin, Wyoming.
Headed project development/approval and oversaw design and construction of EOR project (CO2 flood) in Tensleep formation in the Big Sand Draw Field in Wind River Basin, Wyoming.
Led company-wide strategic planning department, spearheaded the evaluation that drove Devon's strategic re-positioning focus on North America onshore (divestiture of $7 B offshore and international portfolio), and drove ongoing process improvements in the new-to-Devon strategic planning process (e.g, quarterly performance outlook re-assessments, consistent project characterization, competitor analysis/benchmarking, etc.).
Guided Midstream Business Unit to successfully deliver P&L targets - EBITDA, capital, operating expenses - while managing department's planning & evaluation function.
Passionate about creating high-performing teams and effective processes that deliver sustained levels of performance following my departure, as demonstrated across three very different leadership roles at Devon.
Coordinate and lead the annual strategic planning process, including:
Annual executive strategy retreat
Development, revision and refinement of the vision and strategic objectives
Development of the detailed long-range plan, based on the characteristics of each project and opportunity in the company, to outline at a high level the capital allocation plan across the operating divisions that would deliver the best performance on Devon's strategic objectives
Scenario planning and alternatives analysis for different business environment scenarios
Workforce Planning, aligned to the long-range plan and budget
Support of the annual capital and operating budgeting process and the mid-year budget review process, with consultation on the capital allocations between different operating units that would deliver the best performance on Devon's strategic objectives
Comprehensive economic analysis of major opportunities such as acquisitions, divestitures, and new business opportunities
Gather intelligence to develop and maintain political, regulatory, social, cultural, and technological understanding of each operating region to contribute to the company's strategic thinking and planning
Leader of a small team of professionals to fulfill two key functions – (1) the coordination, development and analysis of business plans, budgets and financial reports for the Marketing & Midstream Division and (2) the development and presentation to Devon's Executive Committee of fundamental analysis regarding the business environment and the global commodity markets to facilitate the approval of the company's official long-range and short-range price forecasts for use in strategy and financial planning and economic analysis of major projects.
-Develop annual capital and operating budgets, mid-year reviews and quarterly financial status reports
-Fundamental analysis of the global commodity markets to develop recommendations for the Executive Committee regarding near-term and long-term corporate price forecasts for use in strategic planning and major project economic analysis
-Project economic evaluation
-Regulatory & legislative affairs
-Support business development such as acquisitions/divestitures and special projects, such as Devon's evaluation of the formation of a Master Limited Partnership for the midstream business segment
Accountable for analyzing the global business environment, with particular emphasis on the commodity markets – oil, gas, and refined products – to inform the executive team's decision on the company's long-range price forecasts for use in strategic planning and major project economic evaluation.
-Developed fundamental analysis on the global oil, gas, and refined product markets as well as refining margins to develop the business environment outlook and long-term price forecasts for oil, gas, NGLs and refining margins for the corporate strategic planning and major project economic analysis.
-Created and presented summaries to executive management teams and various internal audiences on the fundamental business environment outlook and the long-term price and margin forecast.
-Provided market analysis and business strategy expertise on internal strategy teams and project teams.
-Delivered competitor analysis and benchmarking consultation and analysis to executive teams.
-Prepared presentations on the business environment outlook and business strategy for key executives. Was lead ghostwriter for strategy presentations delivered to ConocoPhillips' Board of Directors by the EVP, Planning & Strategic Transactions, and provided strategy presentation support to other executives.
Hired to coordinate and analyze strategic business plans for the Exploration & Production (E&P) business, such as the Long-Range Plan and Budget, and to direct portfolio analysis for the worldwide E&P business.
-Analyzed the long-range strategic business plan, prepared fundamental business performance improvement strategies and ideas, and developed and presented recommendations to the Upstream Leadership Team on strategic alternatives such as portfolio management and capital budget prioritization.
-Characterized and ranked the E&P portfolio and developed portfolio management recommendations (e.g., acquisitions & divestitures) for the Upstream Leadership Team on a regular basis.
-Analyzed competitor strategies and positions, and provided consultation on business strategy.
-Characterized the pro forma E&P portfolio for the ConocoPhillips merger for the new Upstream Leadership Team and analyzed the first long-range strategic plan for the ConocoPhillips merger.
Selected to lead the engineering team and the administrative & finance team, and personally prepare the long-range plan and budget for the Rocky Mountain Operating Center.
-Prepared the long-range plan and budget, including forecasts of financial and operating results.
-Oversaw all engineering and project work, ensuring project implementation on time and on budget.
-Conducted project economic evaluations on planned projects and business development opportunities.
-Performed complex financial analysis and economic modeling for business development and operations optimization, including gas plant simulation (incl. ethane rejection modeling).
-Reduced operating costs by $200,000/year through work flow improvement.
Hired to manage and support several projects in the gas processing business.
-Managed the Process Safety Management (PSM) program for the Gas Processing business segment, including auditing and training for 20+ gas-processing plants.
-Conducted project economic evaluations and supported a number of acquisition assessment teams.
-As project manager on a $14-million propane terminal project in N.J., successfully converted a granite cavern from ammonia service and secured all state and local regulatory approvals.
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