Experience

Dixon Valve
• United States
• Oil and Gas
• 200 - 300 Employee
• Energy Market Specialist

  • Jun 2017 - Present


Dixon Valve & Coupling

• Energy Market Specialis (Upstream)

  • Jun 2017 - Jan 2022

  Through innovation and application expertise, Dixon® is committed to improve end user productivity, reduce environmental and safety related incidents on the Low Pressure side of hydraulic fracturing sites. The cornerstone products are built around the premise; "No welds, no threads, no leaks." We also provide fluid transfer and control products for the upstream, refining, and downstream segments of the petrochemical life cycle. These products include API certified products, zero emission valves, no-spill couplings and safety breakaway fittings. Show less



Weatherford International

• United States
• Oil and Gas
• 100 - 200 Employee

• MidCon Sales Coordinator

  • Jul 2015 - May 2016

  Managed the NE sales team to maintain and develop strong multi-level business relationships. Promoted to Mid-Con Sales Coordinator 8-months after joining Weatherford.• Generated over $8 Million in annual revenue personally.• Worked with Sales Team to maintain accurate and timely customer information, notes, contact information, etc. in Salesforce CRM software• Continually evaluated and adjusted sales strategies and forecasts to meet changing market conditions• Worked with product and manufacturing on development of new wellhead system to meet the market conditions for installation efficiencies and safety requirements.• Monitor and control sales team expenses to meet cost reduction guidelines• Maintained customer account assignment list for each salesman. Worked to maintain and/or increase sales and services during a down market in the oil & gas industry. Show less

• Senior Sales Specialist

  • Nov 2014 - Jul 2015

  I was responsible for selling wellhead equipment, frac trees, BOP's, rotating control equipment, tubing and fishing services.Help with maintaining our market during a significant downturn in the oil and gas industry and won new accounts during this time.



FMC Technologies

• Oil and Gas
• 700 & Above Employee

• Account Manager

  • Sep 2012 - Sep 2014

  Establish and maintained a strong business relationship with assigned customers to increase revenue by 40%. I worked with my accounts management teams, engineering teams, and project teams to increase our revenue and market share. .Work closely assigned customers and FMC engineers to identify, develop and present business solutions for challenging well installations and completions to increase installation and well completions efficiencies with lowered our customers costs by 25%..I worked with FMC proposal team to communicate customer requirements and proactively drive customer specifications towards standardization; Continuously communicated information related to industry trends, competitors, and projected future business to management,marketing and other sales personnel.Develop pricing strategies and work with operations and planning teams to improve on deliveries.Develop monthly KPI's, reports, schedules, and budgets and presents to management on monthly basis. Show less

• SCM Refurbishment Project Manager

  • Jul 2010 - Aug 2012

  Selected by the Controls Product Manager to spearhead SCM repair and refurbishment activities and support a $60 million program. Quickly executed a critical plan to turnaround customer projects that were over budget and behind schedule, and implemented steps to accelerate process improvements, slash a project backlog, decrease budget overruns, and push on-time delivery performance to new levels.Plan and manage technical projects, and focus extensively on manufacturing production improvement plans, continuous process improvements, executive recommendations, and staff training.Improved operations by formulating and deploying new SAP processes to enhance SCM refurbishment forecasting and planning activities. Collaborated with associates to create a Primavera Schedule and support SCM refurbishment projects ranging from $40,000 to $300,000.Facilitated a plan that slashed project backlog by 40%, and decreased WIP 25% after creating and rolling out a new standard work list to support annual SCM refurbishment projects.Recruited a global SCM Refurbishment Team comprised of talent from Norway, Australia, Singapore, Nigeria, and the USA. Team created a plan to align with SAP processes and procedures, and developed a plan to lower SCM spare part expenses and increase delivery times.Managed a cross-disciplined quality team that employed LEAN principles and Crosby Quality practices to effectively align continuous improvement processes with SAP service orders. Show less

• SS Program Controls Manager

  • May 2009 - Jul 2011

  Tapped by senior managers to direct a cross-functional team dedicated to significantly improving upfront projects. Span of control entailed multi-million dollar project planning and management, project management improvement strategies, multi-million dollar program management, and change management initiatives.Successfully used Primavera to select and integrate project milestones into major project schedules and track employee incentive programs to support on-time delivery performance initiatives.Introduced mission-critical process standards for project evaluations which were based on project earn value and estimates for project completion.Championed a new resource planning system that ensured high-caliber resources were always available and could support existing or future projects. Partnered with Human Resources Group to develop a competency evaluation process between employees and managers.Established a project training academy for the Western Region Subsea business. Initiative enabled project managers to complete Internet-based training programs and earn project management certifications. Show less

• Customer Service Commercial | Projects Manager

  • Jan 2006 - Apr 2009

  Awarded opportunity to lead commercial and project management activities regarding aftermarket subsea products. Catalyst in accelerating business by negotiating customer contracts concerning the installation and servicing of subsea products.Created an aftermarket price book which provided consistency in pricing activities and helped increase margins by 35%.Collaborated with program managers and devised a strategy which boosted aftermarket project sales from $700,000 to more than $1.2 million per project.Partnered with the operations manager to push project execution to new levels, and captured a 33% growth in EBIT performance.Designed a rental tool AFE template which helped improve subsea rental tool revenue and met the requirements of offshore service projects. Contribution helped a 10.5% return of capital. Show less

• Aftermarket Sales Manager

  • 2003 - 2006

  Promoted to direct aftermarket sales and production operations for the world’s largest liquid metering and measurement company earning $99 million in annual sales. Presided over aftermarket global sales, parts services, new business development, sales leads generation, sales pipeline development, marketing strategies, customer acquisition and relationships, customer contract negotiations, and service representative network development and management. Controlled a $5 million capital budget.Wrote a significant business plan that paved the way for a new factory remanufactured equipment program which subsequently captured $4 million in annual sales.Led ambitious team that delivered an 84% compounded growth in sales during a five-year period; top annual sales reached $4 million.Negotiated favorable service agreements with major oil companies such as Shell Oil and BP Petroleum.Ensured continual growth in sales of remanufactured equipment by designing critical work processes, production schedules, and inventory management systems. Show less