Conducted thorough evaluation of corporate strategy prior to developing new strategies, based on KPI’s within the organization, providing the CEO with action items to improve efficiency and lower overhead. Managed sales pipeline and engaged leads within E&P companies in the Oil and Gas industry, creating multiple prospects whom annual contracts are being pursued. Led the design and implementation of major business transformation initiatives to increase efficiency, profit margins, and growth opportunities, ultimately strengthening the company’s operational model by restructuring the CRM and LMS. Directly engaged in business partnerships, creating synergy between the organizations.

Managed the successful launch of new startup subsidiary that successfully runs in parallel to the holding company. Responsible for improving business model by evaluating KPI’s, and creating new SOP’s that both improved customer experience, and increased Profit margins by 33%. • Increased brand awareness by speaking on multiple podcasts, news interviews and educational forums within Midland ISD. Directly managed business development team improving high-cost sales close rating to 85%, while developing a proven marketing strategy that increased brand awareness in the Oil and Gas sector, resulting in a sustainable brand image. Led the evaluation of business accounting functions, implementing new AP / AR functions within the business while managing the P&L.

Directly responsible for over $550,000 revenue within the first 2 months while successfully launching a new start-up business. Evaluated market trends, resulting in multiple new revenue streams and brand awareness in the Oil and Gas sector. Drove expansion revenue for new accounts by building relationships stakeholders and identifying client needs, that would ultimately generate revenue for their organizations. Increased brand awareness by speaking in multiple industry panels to include the Petroleum Connection: Annual Frac Sand Update.

Directly managed P&L and all operational functions, transforming a newly purchased subsidiary into a million dollar plus revenue stream for Hi-Crush. Involved in the design and launch of two new equipment lines ultimately creating over a 900% increase in revenue over the course of two years. Developed all SOP’s, work instructions, and company policies within the business unit. Managed all 3rd party service companies, to include maintenance, Silo transportation carriers, automations, parts, and fuel providers. Directly oversaw customer interaction, creating a positive business partnership for multiple E&P and pressure pumping companies.

Responsible for bidding, planning, scheduling, blueprint reading, field measurements, project financials, subcontractors’ efforts, and customer relations for over $4,000,000 in contracts at any given time. Recognized by President & CEO for having the lowest rework rating of less than 2% on all projects. Integrated new standard operating procedures which monetarily increased production and efficiency. Managed both federal and city driven projects to include hospitals, traffic control towers, and airport terminals.

Responsible for all profit margins on purchase orders within the business line. Managed production of each purchase order from start to finish, ensuring that all deadlines were met within budget. Customer support relations; production control; outside processing management; inside sales; ERP system management; purchasing; quoting; invoicing; inside sales.

Final Career Position: S3 / Unit Operations Platoon Sergeant Managed operations and planning section, responsible for coordinating and maintaining all training and mission essential tasks for over 600 service members. Responsible for ensuring the unit remained in compliance with the Army wide inspection program. Developed long term training plans, bi-monthly command and staff briefings, and weekly training calendars covering both forward deployed and rear detachment Soldiers. Conducted financial evaluations for the senior unit commander to assess unit readiness, provided budget counseling and advisement to soldiers and family members. Screen and counsel all AER (Army Emergency Relief) referrals before recommending soldiers/family members to appropriate resources or agencies. Two combat tours in Iraq as a Battalion and Brigade Asset, with 3/69 Armor Battalion Served 2-1/2 Years in South Korea with the 2nd Infantry Division.