Evaluated economic feasibility of business opportunities ranging up to $7B
- Conducted economic analyses to evaluate NPVs and VIRs from scenario planning CAPEX and OPEX spends - provided recommendations to leadership through presentations
- Eliminated 20% of the economics team’s workload by developing a new approach to evaluate projects
- Created a novel method to evaluate a $45 million pilot to show its true value when scaled commercially
Led a key part of Shell’s $6 billion Carmon Creek oil facilities mega-project in Canada
- Reduced $2B in scope by co-managing 70-person project team to cut 35% of original design cost
- Saved over $20M by uncovering a project hack to intentionally delay major construction activities
Led many process and operations engineering initiatives to find ways to optimize, troubleshoot, or save money in oil producing facilities
- Led implementation of ~$6 million of technical upgrades that resulted in the increase of oil production from targeted wells from 20% to 100% of forecast
- Saved $10 million in equipment replacement by uncovering that the root cause of low reliability could be fixed by changing operational philosophy instead of equipment replacement
- This increased reliability from 10% to 97% and resulted in the pad’s production increasing by 30% with $0 cost
- Created a predictive algorithm that accurately calculated steam demand from 5 parameters of plant’s inlet feed, which helped to better manage steam production and energy consumption
- Created and executed pipe internal cleaning plan that resulted in an asset production increase of 30%
Managed material and mass balance process engineering and reporting for the Shell Albian Sands oil facility
- Conducted Extraction Plant performance test to uncover areas to target to reduce bitumen losses to tailings
- Performed statistical error modeling to generate overall plant production and losses to be reported to senior management
- Used LEAN principles - six-sigma control charts to indicate high plant variability of losses outside of normal ‘noise’ to optimize mine feed, resulting in lowered bitumen losses
Led many reliability-focused initiatives to optimize plant throughput at the Shell Albian Sands oil facility
- Lead 3 hot-tap projects that increased unit reliability by ~20%
- Completed 60+ Management of Change (MOC) procedures for B31.3 piping
- Created the Tank Integrity Management System (TIMS) standard for product storage tanks (API 650), which was implemented site-wide
- Facilitated 5 Root Cause Analysis (RCA) to implement regulations to mitigate future process and human safety incidents
- Facilitated multiple HAZOPs, HAZIDs, and 'What-If' analysis to quantify process hazards and risks