Experience

PBF Energy

• United States
• Oil and Gas
• 700 & Above Employee

• Optimization Manager

  • Nov 2019 - Present

  With PBF’s acquisition of a second West Coast refinery, currently responsible for the supply chain (feedstock selection, product slate, and inventory) optimization of the west region assets.

• Gasoline Optimization Lead

  • Sep 2017 - Nov 2019

  I delivered $20+M/yr in EBIDTA via clean products production efficiencies through sustainable reductions of both inventory and finished property give-away. I was responsible for planning, economics, and coordination of gasoline blending and shipping, while charged with reinvigorating the cross-functional gasoline blending program. My efforts allowed the business to capture this improved EBIDTA by achieving the highest productions targets in 5+ years, highest volume of high-value gasoline grades in 8+years, and least giveaway of key properties in 5+ years.I delivered this success through multiple fronts of effort. I quickly and independently acquired sufficient knowledge on product quality regulations to ensure compliance with multiple government and industry standards while driving improved profitability. I creatively developed easy-to-use, excel-based tools to facilitate the planning process, propelling sustainable work-process efficiencies. I applied statistical rigor to gasoline property predictions and results to decrease giveaway of key properties (octane and volatility) to best-in-class at the company, while collaborating and sharing learnings with peers. Without formal authority, I motivated and drove a team of operators, technicians, chemists, and engineers towards these improvements despite disparate and competing work priorities. The team successfully upgraded myriad equipment and analyzers to facilitate the give-away reductions. The improved tools, enhanced equipment, and re-focused team continued to capture these benefits in my absence after I transitioned my efforts to a successor. Show less

• Economics and Planning Section Supervisor

  • Jul 2016 - Sep 2017

  Responsible for a team who oversaw the refinery economic evaluation and production planning processes, while managing the evolving dynamics of the organization after a change in ownership. During this time, my leadership was instrumental in allowing the refinery to maximize profitability through enhanced utilization, achieving a variety of operational production records. These records include several highest-ever processes utilizations, highest-ever feedstock processing rates, and highest-ever sustained production records of high value products, including jet fuel and gasoline. I leveraged this unique opportunity to re-define “success” within the refinery’s new entrepreneurial vision and business model. The team streamlined key practices to retain necessary information and procedures with less effort. Under a new entrepreneurial mindset, enabled the team to challenge cultural “taboos” and allow the refinery to capitalize on margin improvement opportunities, including elimination of feedstock double-processing and relaxation of excessively-conservative product specifications. During unwinding of these business practices, managed the business risk through industry best-practice consultations, robust product testing efforts, and measured step-changes in operations. Business results were a sustainable excess of tens of millions a year in enhanced margin capture. Show less



ExxonMobil

• Oil and Gas
• 700 & Above Employee

• Coordination & Product Quality Section Supervisor

  • Jul 2014 - Jul 2017

  Responsible for a team that coordinates the short and long term operational planning, economics, and product quality at the 160KBD Torrance Refinery.

• Senior Economist

  • Sep 2013 - Jul 2014

  Senior Economist at the Torrance refinery with responsibility on long range planning, economics, refinery LP optimizer health, and mentorship of junior teammates. Drove key refinery initiatives to improve margin, including developing the justification for a multi-million dollar, distillate maximization capital project. Furthermore, drove cross functional alignment between refinery operations, maintenance, technical, and commercial teams as well as corporate oversight to develop a detailed 3 years earnings plans for the refinery, optimizing the run plan, margin improvement initiatives, and maintenance activities to develop an executable but profitable plan. Show less

• Delayed Coking Unit Improvement Lead

  • Apr 2013 - Sep 2013

  Cross functionally driving and developing strategic improvements to the Torrance Refinery Delayed Coking Unit. Additional responsibilities included budget analysis and stewardship as well as some risk assessment, management, and stewardship.

• Process Engineering Supervisor, Zone A

  • May 2011 - Apr 2013

  Accountable for the training, development, and worklists of half the refinery’s process engineers, who are responsible for short / medium term process unit monitoring, environmental compliance, margin and energy optimization, troubleshooting, and technical support. I also managed a $0.5M budget for personnel and contracted services and a $35+M budget for catalyst and chemicals. A key highlight from this role was team delivered $3.7M in catalyst and chemical cost efficiencies in 2012.

• Operations Coordinator

  • Nov 2010 - May 2011

  Planned and executed the operational strategy for the refinery, developing signals for production targets and unfinished oil purchases /sales. Coordinated the refinery through a major maintenance period in addition to seven unplanned unit shut downs while optimizing operations related to the resulting intermediate feedstock unavailability.

• Refinery Earnings Analyst

  • Jan 2009 - Nov 2010

  Responsible for executing monthly profitability analysis, business plan formulation and monitoring; carried out competitive analysis and utilization reporting. Improved earnings estimation process to accuracy within $5M/month on $400 million of revenue while streamlining this process thereby reducing completion time by 50% percent. Identified errors in refining margin model, initiated corrections to improve earnings forecasts as well as to manage profit expectations.

• Process Engineer

  • Aug 2005 - Dec 2008

  Responsible for short / medium term process unit monitoring, environmental compliance, margin and energy optimization, troubleshooting, and technical support. I was the engineer for two technologies. (1) Fluidized Catalyst Cracking (6/2007 – 12/2008) where I proposed an innovative de-optimization step to avoid a shut down, while also optimizing the unit’s particulate emissions control device, leading 2008 to finish with a 58% reduction in chemical usage. (2) Sulfur Plant, Amine System, and Selenium Removal Unit (8/2005 – 5/2007), where I identified an internal reactor leak, initiated repair and prevented an unplanned unit shut down. Show less



UCLA Anderson School of Management

• United States
• Higher Education
• 700 & Above Employee

• UCLA Global Access Program (GAP)

  • Jun 2013 - Dec 2013

  I developed market entry strategy and business plan for a small Italian machinery company to bring their specialized equipment into the US Electronic Manufacturing Services (EMS) sector via the UCLA Global Access Program (with a team of 5 MBA students). In less than 6 months, I developed deep knowledge of the US printed circuit board assembly (PCBA) industry via 79 interviews with industry insiders and other secondary research. I leveraged both my technical background and the market research to identify a beachhead market in a growing sector of the PCBA industry that would be interested in the company's unique product offerings. Often acting as the team's project manager, I integrated the market assessment, marketing strategy, sales strategy, and financial projections into a cohesive business plan with a clear vision and compelling strategy. The team presented the business plan to a panel of venture capitalists and investors. I was selected from among the top 10% of program participants to return the following year as a GAP Fellow and mentor the subsequent year's teams. Show less