Enterprise modernization • Acquisition integration • Data governance • Decision intelligence
I work at the intersection of business operations, enterprise systems, and data—turning complex opportunities into practical improvements that scale across the organization.
I am routinely brought into complex environments to drive modernization and innovation. When systems, processes, and priorities must evolve together, I bring structure to ambiguity, align cross-functional teams, and translate technical realities into executable strategy.
My work extends beyond functional management into enterprise-level execution: setting direction, quantifying business value, establishing governance, and building capabilities that last beyond any single project.
Lead transitions from fragmented, paper-based, and legacy workflows into integrated digital environments. Connect system architecture, process redesign, and business requirements to improve accessibility, auditability, and operational efficiency.
Translate broad improvement opportunities into prioritized portfolios, project governance, value tracking, and cross-functional execution. Build the structure that moves ideas from discussion into implementation.
Establish standards, ownership, and automated controls that improve data reliability across systems and departments—shifting teams from reactive cleanup toward repeatable, rules-based stewardship.
Develop GIS as an enterprise business platform through accessible mapping products, training, governance, spatial analysis, and integration with operational data.
Evaluate practical AI use cases for document review, contract extraction, data standardization, retrieval, and workflow automation—connecting emerging technology to specific business needs.
Lead through influence across functional boundaries, develop team capability, clarify accountability, and create environments where subject matter experts can own outcomes.
Led the modernization workstream from opportunity identification through portfolio governance and execution. Evaluated 45 opportunities, shaped 19 initiatives across six pillars, and identified approximately $37MM in value and risk-mitigation opportunities.
Designed automated data-quality rules for expired leases, tract discrepancies, parcel and map-reference validation, obligations, and depth analysis. The platform expanded beyond Lease Records to support Land Operations, Division Orders, and Records Management.
Helped deliver the ArcGIS Enterprise 11.2-to-11.5 upgrade, improving platform performance, security, monitoring, search, and user experience. Established governance reviews and a GIS operating model for consistent support.
Advanced evaluation of AI-assisted lease abstraction, legal description review, free-text standardization, provision extraction, document retrieval, and repository metadata automation.
Led requirements and stakeholder workshops for a Surface Dashboard bringing agreements, ROWs, roads, deeds, SWDs, and ownership layers into a unified spatial view. Continued development of planning tools, dashboards, and ChordTraX.
Designed repeatable approaches to land and accounting data integration, supporting due diligence, reporting continuity, system stability, and operational readiness through major transactions.
Built a high-engagement team culture, earning strong results in company engagement surveys—including 100% team engagement and improvement in five of six categories in the 2026 survey. Selected within the company as an example of effective leadership and invited to share leadership practices and lessons with others.
The Asset Management modernization effort brought structure and financial discipline to a broad set of improvement ideas. I established recurring working sessions, project scoring and selection tools, prioritization, requirements gathering, technical ownership, sequencing, value-capture methodology, and centralized tracking.
Initiatives included Inventory Protection, Revenue Suspense Management, Document Repository Modernization, the Surface Development Workspace, Non-Chord PPC Review, and Purchase Offer After Transfer. The work required sustained coordination across Land Operations, GIS, Division Orders, Development, Surface, Data Analytics, IT, and Regulatory.
Earned strong company engagement-survey results, including 100% team engagement in 2026, and was selected internally as an example of effective leadership to share practices and perspectives with colleagues. Completed Chord Energy’s three-month Leadership Cadence program, facilitated a Land Department public-speaking group, and presented operational advancements at quarterly business reviews, including an IT QBR.
Completed FranklinCovey Project Management training, strengthening project planning, prioritization, and execution practices used in cross-functional modernization work.
Completed company-provided AI training and selected relevant topics from the Land DataCamp learning track to deepen technical understanding and practical application.
