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Resume #1146

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Work History

January 2000 to Current - Golden Gate University, San Francisco, CA.

Doctoral Candidate
• Completed the course work and examinations required to advance to doctoral candidacy
• Conducted dissertation research on organizational change in the dot-com community of firms. Interviewed 100 executives in 70 major dot-coms
• Expect to complete dissertation in 1Q, 2002

Adjunct Professor, Department of Management, Ageno School of Business
Responsible for the delivery of instruction to MBA and Executive MBA students in Business Policy and Strategy, Management of Innovation and Technology, and Managerial Analysis and Communications

February 1984 to January 2000 - Chevron Corporation, San Francisco, CA.

1999 to 2000 - Principal Consultant, Chevron Technology Ventures LLC., San Francisco, CA
Member of the Venture Capital Executive team reporting to Chevron's CTO. Responsible for strategic and business planning for Chevron's internal Venture Capital group, and identification and research of investment targets.
• Clarity of direction and solid analytical foundation of strategic plan led Chevron's senior management to open an initial portfolio of $60 million.
• Two start-ups in first portfolio IPO'd. This and other milestones in the initial portfolio encouraged executives to increase the limit to $100 million, and to then open a second investment portfolio to fund additional opportunities.
• Decision to avoid investments in dot-com start-ups avoided significant financial losses
1997 to 1999 - Manager, Strategic Planning and Business Process Improvement, Chevron Information Technology Co., San Ramon, CA.
Member of the leadership team reporting to Chevron's CIO. Company delivered all IT products and services to Chevron SBU's worldwide. Responsible for designing and deploying the processes and organization required to implement Chevron's MIS strategy, and for developing forward-looking strategic plans for the MIS function.
• Led the process of implementing the new organization and processes required to execute Chevron's IT strategy. Resulted in the global standardization of the LAN/WAN and telecommunications infrastructure, the installation of a common, global software and hardware desktop environment, and the outsourcing of $240 million per year of commodity IT services. Actions reduced Chevron IT costs by $60 million and led to major improvements in infrastructure reliability and customer satisfaction.
• Strategic IT plan spurred the development of a broader-based technology strategy for Chevron including a technology-related venture capital investment strategy and e-business strategies.

1995 to 1997 - Manager, Strategic Planning, Quality Improvement and Diversity, Chevron Corporation Finance, San Francisco, CA.
Member of the leadership team reporting to Chevron's CFO. Finance function delivered all finance-related products and services to Chevron Corporation and its SBU's worldwide. Responsible for development and deployment of strategies and plans for the function, integration of diversity principles and concepts into the management process, and provision of consulting services to project teams set up to review the performance of Chevron SBUs worldwide.
• Led the development of a strategic plan for the function, approved by the Chairman of Chevron Corporation. The plan led to a 10% reduction in staffing levels, a saving of $50 million in operating costs, and the replacement of 15% of the function's predominantly white male management with females and minorities.
• Served as a member of the team that implemented a Chevron's Shared Financial Services organization. Resulted cost savings of $15 million gained through economies of scale and process standardization.
• Led the team set up to redefine the strategic positioning of Chevron's IT company and the development of a Chevron-wide IT strategy.
• Served as a member of the team set up to redefine the strategic positioning of Chevron's downstream R&D Company. Led to a major redesign of the R&D organization that produced $30 million in cost reductions and significant improvement of customer satisfaction.

1992 to 1995 - Manager, Quality Improvement and Organizational Renewal, Chevron Petroleum Technology Co., Houston, TX.
Reported to the VP &GM, Technology Processes and Planning. Company conducted upstream R&D for Chevron. Responsible for strategic planning and change management. This required definition of the firm's strategic positioning within Chevron and the external environment, design and deployment of the business processes and organization required to execute the strategy, definition of the required culture and key capabilities, and development and management of the change strategy required to implement the new organization. Also provided management consulting services to other Chevron SBUs in Nigeria and the UK during major restructuring activities.
• The re-design of Chevron Petroleum Technology Company led to a 50% reduction in operating costs. Improved performance then allowed the company to grow by 30% to $160 million while doubling of customer satisfaction. The company became a leading upstream R&D Company in the industry, and routinely received competitive bench-marking requests from Exxon, Texaco, Amoco, Shell, and Arco upstream R&D groups.
• Re-structuring of the UK business unit, an SBU with $2 billion in assets that was on the market for sale at the time, resulted in a major re-think of the business model, the sale of two major oil field assets, a 20% improvement in business unit performance and employee satisfaction, and a 20% reduction in costs that persuaded Chevron to take it off the market.

1990 to 1992 - Coordinator, Quality Improvement, Chevron Oil Field Research Co., Los Angeles, CA.
Reported to the Manager, Strategic Planning and Quality Improvement Division. Responsible for the integration of quality improvement and strategic planning concepts and principles into the management processes of the R&D lab.
• Built a consensus amongst company executives on how TQM principles could be applied in an R&D environment. These principles were utilized in the design of a new Chevron upstream R&D organization, Chevron Petroleum Technology Company.

1984 to 1990 - Supervisor, Field Instrumentation Engineering, Chevron Oil Field Research Co., Los Angeles, CA.
Reported to the Manager, Engineering Services Division. Responsible for the technical and administrative supervision of 7 engineers and 5 technicians involved in the design and development of state-of-the-art electronics and computer systems. These systems supported the lab and field data acquisition and control requirements of the research staff.
• Developed a state-of-the-art seismic sensor testing system that outperformed similar testing systems designed and sold by sensor manufacturers. Used for quality control of purchased products, the system saved Chevron several hundred thousand dollars by preventing the purchase of inferior vendor products.
• Developed and implemented a seismic recording system, installed on offshore platforms, which recorded platform motion during earthquakes and cross-ocean tows. The systems recorded data from two platforms towed between Japan and offshore California, and from one major earthquake which were, at the time, industry firsts. The data were used to improve platform design and reliability.
• Co-managed development of a real-time laboratory automation system deployed throughout the research laboratory. Based on HP hardware and their Shared Resource Management (SRM) hardware, software, and LAN technology, the system allowed researchers to automatically run and control lab experiments, store and process the resulting data, and share files and data will all other researchers. HP used the system as a leading-edge example of how to maximize the value of their SRM and automation technology.

February 1976 to February 1984 - Geosource Incorporated, Houston, TX.

1981 to 1984 - Manager, Major Systems Development, Geophysical Systems Division, Houston, TX.
Reported to the Manager, GSD Engineering. Responsible for the management of product development activities of 8 engineers and 14 technicians engaged in the design and development of data acquisition systems for sale worldwide. Developed system specifications, defined prototyping strategies and principles, prepared budget, allocated resources, created and managed project plan, led milestone reviews, and oversaw product testing and prototype production. Interfaced with the Manufacturing, Technical Writing, Sustaining Engineering, and Field Service Departments to ensure the final product was manufacturable and supportable.
• Led the development of a state-of-the-art seismic data acquisition system. Brought the system to market ahead of competitors, 6 months ahead of a two-year schedule and $1 million under a $14 million budget. The system became the dominant design for 3-Dimensional, telemetry-based seismic data acquisition systems in the oil industry
• Designed the entire playback circuitry for the system that displayed and stored seismic data on magnetic, optical, and paper media. This involved detailed digital circuit design using state-of-the-art VLSI components and electromechanical devices. The system was capable of displaying and storing real-time data from 1000 channels sampled at a rate of 1/2millisecond.
• Responsible for the turnaround engineering of a radio-controlled dynamite blasting system that initially failed to meet customer specifications. Required extensive circuit redesign and system re-packaging, and the sales support required to manage customer expectations.

1979 to 1981 - International Field Service Representative, Geophysical Systems Division, London, UK
Reported to the Manager, GSD Field Services. Responsible for technical support of Geosource's entire product line of seismic data acquisition systems worldwide. Included marketing support, commissioning of new equipment, and repair, maintenance, and modification of deployed systems. Position involved extensive travel throughout the US and Canada, and extended field trips to the USSR, China, Rumania, the UK, Western Europe, and the Far East.
• Commissioned the sale of $20 in of seismic data acquisition equipment in China, which involved the full scale operation and field testing of 15 systems, the setting up of after-sales support processes for systems located in the Chinese interior, and the closing of system acceptance negotiations with Chinese government officials.
• Executed similar processes in the Soviet Union with 7 seismic systems valued at $10 million, and in Rumania with 2 seismic systems valued at $1 million.

1976 to 1979 - Seismic Operations Supervisor, Petty Ray Geophysical Division, Sultanate of Oman
Reported to the Supervisor, Omani Geophysical Operations. Responsible for the operation, maintenance, repair, and modification of seismic data acquisition systems used in oil exploration in the Saudi Arabian desert. Included the technical and administrative supervision of 5 expatriate engineers and 150 local Arab labourers, and logistics planning and operational management of the data acquisition crew. Seismic exploration work was conducted 365 days per year in remote desert locations from trailer- and tent-based camps.
• Set seismic exploration production records in a harsh climate, geographic and labor relations environment
• Personal knowledge of electronics and geophysics, and high production levels achieved convinced the client, Shell Oil, that the crew had the special capabilities required for seismic exploration R&D and the crew was pulled out of routine production operations and used for experimental purposes.

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