General Manager and Finance executive with vast background in the Oilfield Services, Energy, Midstream and Manufacturing sectors, with the inclusion of international experience.  Enterprising and operational forte have facilitated a history of sales growth and operational improvements in reputable organizations, possessing the ability to mobilize resources in an expedited manner in achieving these strategic results.  Known for leading diverse, multi-disciplined teams and setting high standards for achieving new levels of success in a fast-paced environment. Strong business, operational and interpersonal qualifications.  Passionate about the development of relationships in achieving sustainable, unparalleled business results.


Company A                                                                       2011 - 2014

$7B leader in chemical distribution serving a diverse set of end markets with long-term supplier relationships and global reach to provide customers with unparalleled connectivity to a single source.

General Manager                                                                  2013 – 2014

Recruited personally by CEO to assume newly created role of General Manager to build out Oil & Gas footprint in the Bakken Shale formation of North Dakota.  Procured lease to facilitate trans -loading capability, initiated railcar scheduling, arranged 3rd party trucking and fully staffed operation in supporting the rapid commercial development. Created virtual office out of urgency to enter commercial marketplace prior to start-up of permanent facility.  Selected accomplishments:

  • Finalized and managed the purchase of $4.5MM permanent facility and project managed $1MM upgrade of office and warehouse.
  • Accompanied Sales Manager on sales calls to educate customer base on operational capabilities and develop commercial relationships resulting in first year revenues of $50MM.
  • Gained initial sales business from Oil & Gas giant customers, Halliburton and Schlumberger, which tilted monumental growth.  
  • Recruited, hired and managed newly created staff consisting of Operations Manager, Material Handlers, Truck Drivers and Administrative support.
  • Established strategic partnership with Canadian sister company to secure access to ancillary inventory in providing uninterrupted service to Oil & Gas customers.

Regional Finance Director                                                      2011 – 2013

Selected to lead newly developed role to construct and oversee financial management of Univar’s largest U.S. region, $2B sales, reported directly to Regional Vice President. Instrumental in driving economic decision making through all levels of the organization by highlighting financial leverage points.

  • Partnered with Corporate FP&A to develop first Monthly Operating Report focusing on key business drivers and actionable items to propel the organization forward.
  • Enhanced business results working with six district General Managers, responsible for 30 cascading branch locations, by implementing formal processes, profitability analyses, capital injection discernment and education of support staff.
  • Key player in development of rapidly moving Oil & Gas operations through effective asset utilization, ROI analyses, negotiations with industry giants and value proposition identification.
  • Developed depth and talent in finance division by building “go to” Finance team that directly supported the General Managers, creating credibility as a valued business partner in driving profitable decision-making.

Company B                                                                         2000 - 2011

Largest privately held company in the U.S. with roots in oil and refining. Currently has presence in over 60 countries and employs 100,000 people facilitated by large acquisitions such as Invista, Georgia Pacific and most recently Molex, in the Chicagoland area.

Western Hemisphere Controller                                              2007 – 2011

Designated by CFO to assist with alignment of subsidiary culture to that of corporate office. Led Western Hemisphere accounting team of 25 employees for premier $650MM manufacturing company specializing in combustion equipment. Versed in managing financial operations for Oklahoma, California, Canada, Mexico, Brazil, and Argentina sites.

  • Restructured US accounting team resulting in $200K annual savings while concurrently upgrading talent to accomplish shortened close cycle, improved DSO by 20 days and reduced financial reporting packet from 170 to 35 pages.
  • Enhanced business decision-making by developing a “gold standard” monthly analysis and executive summary for President.
  • Reduced annual SG&A $1MM and decreased country risk by changing business models in Canada, Mexico and Argentina.
  • Performed purchase price accounting for major acquisition that grew Western Hemisphere revenue by 25%.
  • Improved internal controls in all locations with first-time achievements recognized by Corporate in Latin America.

US Controller                                                                       2004 – 2007

Selected from a competitive group of candidates to direct accounting team of 10 in managing finance function for domestic operations of a $500MM manufacturing leader in mass transfer and mist elimination equipment. Brought new level of credibility to accounting department through improved timeliness and accuracy of financial reporting.

  • Developed and implemented more than 12 written procedures to increase internal controls and streamline processes.
  • Mandated monthly account reconciliations, which prompted an outstanding receipts cleanup resulting in $1.1MM income.
  • Empowered staff to achieve historical “firsts” through knowledge sharing, increased decision rights and communication.
  • Partnered with IT to improve accounting efficiency through automation including enhancements to invoicing system, commissions payable, the accounting close process and various financial reporting tools.
  • Led accounting function for sale of Dallas, Texas and Parsippany, New Jersey facilities.
  • Instituted business changes that injected value including a $1MM increase in annual credit card processing and a $1.5MM reduction in slow moving inventory.

Accounting Manager / Tariff Coordinator                                 2000 – 2004

Developed all financial reporting processes for newly formed pipeline accounting division. Managed consolidations for all management reporting, corporate requirements and F.E.R.C. Form 6 for U.S. and Canadian pipeline entities. Supervised staff accountant. Assumed additional responsibility as tariff coordinator for all filings pertaining to crude oil, refined product, NGL and ammonia pipelines. Successfully served as regulatory accounting liaison, developing the team’s regulatory pipeline knowledge to an unprecedented level.

  • Saved the organization an annual salary of $100K by assuming tariff coordinator role previously hosted by Legal.
  • Enhanced marketing plays around core pipeline assets by constructing strategic tariff framework.
  • Conducted revamp of South Texas Crude System tariffs which resulted in $1MM incremental transportation revenue.
  • Managed accounting and tariff initiatives for divestiture of ammonia, NGL, and Canadian crude oil pipeline systems.
  • Served as tariff expert on due diligence team for acquisition of the Trans Alaska Pipeline System. Built economic model to forecast 30 years of tariff rates and recommended strategies for ratemaking methodologies.

Company C                                                                          1987 - 2000

Member-owned 85K bbl/day refinery with trucking and pipeline capabilities whose roots and purpose is to provide fuels for farms of Mid-America through member owners.

Business Analyst                                                                   1997 – 2000

Served as regulatory expert to restructure tariff framework in creating enhanced profit for the company. Executed all interstate and intrastate pipeline tariffs, annual indexing procedures and other regulatory requirements. Filed F.E.R.C., Form 6 reports, franchise and property tax returns, state reports and annual budget. Directly supervised revenue accountant.      

  • Filed Cost of Service with F.E.R.C. for 15% tariff rate increase, which resulted in incremental annual revenue of $2MM.
  • Served as project manager to implement new revenue accounting system. Eliminated redundant data entry, shortened month end close process and enhanced interface between operations, scheduling and accounting.
  • Participated in negotiations and managed all financial responsibilities for construction of 50-mile pipeline segment.
  • Designed financial models and performed NPV analyses to evaluate business development opportunities.

Financial Accountant                                                                1994-1997

Assumed full accounting responsibility for newly acquired, wholly-owned pipeline subsidiary. Maintained general ledger, fixed asset and job cost accounting systems. Provided oversight for A/P, conducted month end closing procedures and prepared management financials. Filed franchise, property and intangible tax returns in addition to railroad commission reports and F.E.R.C. Form 6.

  • Coordinated conversion of accounting system from Solomon Software to JD Edwards on AS/400.
  • Boosted the bottom line via analytical reviews including aerial pipeline patrol study, line segment financial reviews, cathodic protection cost evaluation and 5-year operations and maintenance study.

Senior Internal Auditor                                                          1987 – 1994

Served as auditor for E&P and Refining Divisions of multi-billion dollar refiner in Central Kansas. Audit department was the only support service in the business to fully offset its departmental costs and create profitability by recovering company funds through joint venture and refinery construction audits. Deep technical knowledge of E&P and refining processes acquired.

  • Conducted and participated in over 50 joint venture audits that resulted in an average return of 5%.
  • Participated in numerous refinery construction audits, one of which resulted in a company savings of $700M.
  • Designed and implemented inventory system for trucking division, which increased internal control.
  • Performed company-wide inventory of fixed assets and established it on JD Edwards accounting system. 


Master of Business Administration


Bachelor of Science in Accounting

MCPHERSON COLLEGE, McPherson, Kansas, 1986