The conglomerate established the Permian Basin development as the largest global asset portfolio and committed to shareholders a production increase to 1.25 million barrels daily. OpEx expenses rose rapidly and incurred more than $80 million in yearly inefficiencies. The development plan set by corporate remained a significant challenge. The lack of technology, education, quality, data analytics, KPIs, or continuous improvement culture hindered the situation.

Designed, implemented, and led a stakeholder education program providing technology, teamwork, policy and procedures, communication, and a culture of continuous improvement. Instituted SOPs for all 58 concurrent projects to optimize productivity, standardization, efficiency, and compliance. Instituted stakeholder collaboration of more than 1,000 people to study root cause analysis and apply lessons learned. Expanded continuous improvement systems and procedures to three other business units spanning two countries.

As a result, attained an $80 million reduction in OpEx yearly spending and a 300% upturn in productivity.