Experience

BrainStorm Inc.

• United States
• Software Development
• 100 - 200 Employee

• Chief Revenue Officer (CRO)

  • Jul 2023 - Present

• Chief Product Officer & VP of Finance

  • Jan 2021 - Jul 2023

• VP, Strategy & Finance

  • Jan 2020 - Dec 2020

• Director, Strategic Initiatives

  • Nov 2016 - Jan 2020



Cameron, a Schlumberger company

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

• Director of Technology - Valves & Measurement

  • Oct 2015 - Jul 2016

  Led a team of talented Product Managers and Project Managers overseeing product management and new product development activities for the division. Directed strategy development for all valve products and market segments representing $1.5 billion in annual sales and managed an $18 million R&D budget to develop and commercialize new products. Designed and implemented an enhanced project planning approach and governance process to accelerate the development of new products and… Show more Led a team of talented Product Managers and Project Managers overseeing product management and new product development activities for the division. Directed strategy development for all valve products and market segments representing $1.5 billion in annual sales and managed an $18 million R&D budget to develop and commercialize new products. Designed and implemented an enhanced project planning approach and governance process to accelerate the development of new products and critical enabling technologies.

• Director, Business Development

  • Jan 2015 - Oct 2015

  Led the development of Cameron’s Strategic Account Management (SAM) program, a commercial and relationship management program for global customers representing nearly $2 billion in annual sales. Presented the SAM program and its governance process to the Executive Leadership Team for approval and oversaw the development of in-depth strategic account management plans for the company’s top accounts. Directed the implementation of the SAM program across the company and led the… Show more Led the development of Cameron’s Strategic Account Management (SAM) program, a commercial and relationship management program for global customers representing nearly $2 billion in annual sales. Presented the SAM program and its governance process to the Executive Leadership Team for approval and oversaw the development of in-depth strategic account management plans for the company’s top accounts. Directed the implementation of the SAM program across the company and led the associated management of change process.

• Corporate Development Manager

  • Jul 2013 - Jan 2015

  Managed the mergers & acquisitions process for over $1 billion in global deals throughout the oilfield services and equipment spectrum. - Conducted competitive market analysis - Led due diligence efforts and the creation of valuation models - Collaborated with external advisors to develop the CIM and management presentation materials - Managed the creation of data rooms - Coordinated all legal transaction activities including negotiation of contracts and… Show more Managed the mergers & acquisitions process for over $1 billion in global deals throughout the oilfield services and equipment spectrum. - Conducted competitive market analysis - Led due diligence efforts and the creation of valuation models - Collaborated with external advisors to develop the CIM and management presentation materials - Managed the creation of data rooms - Coordinated all legal transaction activities including negotiation of contracts and agreements - Directed post-closing transition activities Led the largest divestiture in Cameron’s history. Notable transactions: - Centrifugal Compression Division Divestiture ($850 million); sold to Ingersoll-Rand Jan. 1, 2015 - Reciprocating Compression Division Divestiture ($550 million); sold to General Electric June 1, 2014



Cameron, a Schlumberger company

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

• MBA Intern

  • Jun 2012 - Aug 2012

  Led a Senior Leadership Team for an $80 million division in formulating its 5-year strategy to become a leader in the downstream commodity valve market. Developed a sales and marketing strategy to increase valve market share in the oil refining segment. Led a Senior Leadership Team for an $80 million division in formulating its 5-year strategy to become a leader in the downstream commodity valve market. Developed a sales and marketing strategy to increase valve market share in the oil refining segment.



HollyFrontier

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

• Process Engineer

  • Dec 2007 - Jun 2011

  Process Engineer Optimized refinery processes to maximize plant profitability and ensure safe operation. Developed and implemented capital projects to improve plant profitability by increasing capacity and efficiency. Coached and trained new engineers in process fundamentals, optimization methods, and other best practices. Interim Operations Supervisor Managed 19 unionized operators in running one-third of the refinery's complex and dangerous processes producing gasoline, diesel… Show more Process Engineer Optimized refinery processes to maximize plant profitability and ensure safe operation. Developed and implemented capital projects to improve plant profitability by increasing capacity and efficiency. Coached and trained new engineers in process fundamentals, optimization methods, and other best practices. Interim Operations Supervisor Managed 19 unionized operators in running one-third of the refinery's complex and dangerous processes producing gasoline, diesel, and jet fuels. Supervised the start-up of a new, first-of-its-kind process which converts low-margin gas oil into high-margin diesel fuel while reducing costly hydrogen consumption inherent in other similar designs. Show less Process Engineer Optimized refinery processes to maximize plant profitability and ensure safe operation. Developed and implemented capital projects to improve plant profitability by increasing capacity and efficiency. Coached and trained new engineers in process fundamentals, optimization methods, and other best practices. Interim Operations Supervisor Managed 19 unionized operators in running one-third of the refinery's complex and dangerous processes producing gasoline, diesel… Show more Process Engineer Optimized refinery processes to maximize plant profitability and ensure safe operation. Developed and implemented capital projects to improve plant profitability by increasing capacity and efficiency. Coached and trained new engineers in process fundamentals, optimization methods, and other best practices. Interim Operations Supervisor Managed 19 unionized operators in running one-third of the refinery's complex and dangerous processes producing gasoline, diesel, and jet fuels. Supervised the start-up of a new, first-of-its-kind process which converts low-margin gas oil into high-margin diesel fuel while reducing costly hydrogen consumption inherent in other similar designs. Show less