Francisco B.

* Lead a team of +150 people responsible for planning, execution and logistics activities in conjunction with all its support areas, both with internal employees and contractors, managing a +$5M operational budget for WH and Completion tools/equipment maintenance contracts. * Planification, execution and follow up for both Opex and Capex yearly plans. * Site HSE B2B Champion and Pressure Safety Test Assesor. * Ambassador of BH non-negotiables for the site (Integrity, HSE, Quality)

* Lead a 24/7 team of 20 people responsible for material handlings, warehousing and logistics throughout Brazil for Services & Offshore product lines * Responsible a $50M inventory managed by cycle + anual counting, with third party witnesses, customers and internal auditors involved with >99% accuracy. +50.000 m2 of internal and external area. * Full coverage for API Q1, ISO 9/14/45k support for Logistics topics from the site * Log/Whs support for achieving 25khr/yr through manufactutring shop * Lead an outsorces time for the transfer of $2M inventory with the sale of the SDS division to HMH * Inventory reporting for +36m plan for Services & Offshore Brazil

* Warehouse & Inventory control implementation. Set inventory levels. Inventory accuracy. * Lead the the assemblies, repairs and testing processes from the shop. OTD. * Develop and implement a strong 5S housekeeping culture. Run lean initiatives. * Quarterly physical inventory execution

• Mfg. Supervisor: Team leader for assembly and testing teams. Working on an environment with two of the strongest unions in Argentina. +50 people on our team. • GREEN BELT CERTIFICATION: Developed a new process for filling our pumps directly on the testing bench • ERGO CUP Project: New unrolling bench designed for reducing ergonomic risks. • +90 EHS Concern Reports rised on GENSUITE and solved on the shop floor ABOVE AND BEYOND RECOGNITION from the EHS team: "Empower and inspire each other"

• Standard work – PQE T&A. - Manage/managing the resolution of over 225 GRHs for CDE - Develop a Weekly Quality Summary report for the cell in order to increase visibility. - P90 for GRH Closure span = 78 days (Goal: 90 days) • GRR backlog reduction - 81% reduction in T&A Open GRH backlog for CDE (-95% in GRH > 1yr ; -72% in 1yr > GRH > 180d ; -62% in 180d > GRH > 90d) - 76% GRH aging reduction in T&A (360 to 86 days) - Completed MRB area clean up project. • Continuous improvement - H4 liners inversion (QPTS: C0212201610132): This project was done in order to eliminate the need of a rework on every H4 coming for service from the field. Was selected "Q1 best NHR Quality Project Award". - Spool’s lifting holes (QPTS: S0212201609572): Project started as a Safety Concern. Implemented. Risk eliminated. - TA Screen - Visual Mgmt. (QPTS: P0212201610403): Screen installed in T&A. Everyone under a BlueSSO network can update this screen through remote control. Project is being replicated in other areas/plants. ABOVE AND BEYOND RECOGNITION from the QUALITY team: "Learn and adapt to win"

• Develop and implement strategy for EPP’s provision and deliveries Done working with a supplier with an on-site warehouse. This strategy involved EHS, HR, Work Unions, Manufacturing, Planning and Sourcing teams. - Inventory reduction: ~USD40k - Headcount reduction ( Consultant - Warehouse operator absorbed by the PPE's supplier): ~USD 53k/year - 30% administrative hours reduction on the POR/PO process: ~USD 31.2k/year - 210 stopwork hours/year due PPE shortage avoidance: ~USD 31.5k/year - Better and annual-fixed prices reached • Troubleshoot Sourcing's post-implementation-issues in SAP - >350 info records created/fixed for direct materials (prices, LT, PO, POR & Inv. UOM): ~30% time reduction in creating a DM PO - EPP’s Parameter updates: LT, SS, ROP, Min/Max, STD description, prices. • Capital’s Projects - Market research, competitive bidding, projects follow up. - Safety Life Line (USD 50k) - New Electrical Installation (USD 285k) - Machine Guarding (USD 460k) - Fire protection (USD 500k)

• Bring up to date LT and ABC class for consumables - ABC classification created based on usage cost for 100% of consumables. - LT validated from sourcing/purchasing and updated on the ERP for "A", "B" and Critical Items. This categories represent more than 90% from the annual cost for consumables. • Establish SS & ROP level on Consumables Inventory - Safety Stock, Re-Order Point & Order Quantity re-evaluated for "A", "B" and Critical items. - Parameters updated in the system, enabling us to automatize the PR/PO creation and simplifying the process. This process establishes a saving projection of ~USD1.5 MM. - Define a list for items with stock restrictions (High LT, Chemical Products, big sizes) and create a monthly report to manage them. • Consolidate and participate in Supply Chain report - Follow, consolidate and distribute the daily supply chain report for WSM Niteroi and WSM Newcastle. - 100% of the reports created and delivered on time for both facilities • Annual Physical Inventory - I was part of a team which leads the Annual Physical Inventory in Caldex, one of our biggest and most complicated suppliers. All the procedures were applied in order to accomplish the count in the proper time.

-Gestión y planeado de mantenimiento autónomo, predictivo, preventivo y correctivo -Balances semanales/mensuales económico de mtto -Compras MRP / SRM -Seguimiento de KPI's fundamentales de mantenimiento (MHI, Backlog, MTTR, MTBF, ICM) -MTP/LTP -Gestión SAP 6.0

Researching on the project EnergyMARE. The project aims to study the sustainable development of marine renewables in the Atlantic area of France. - Develop a network of transnational cooperation between the Atlantic regions - Overcome difficulties and related exploitation of these energies - Improve knowledge of the marine environment to optimize their exploitation - Explore the potential of different sources of marine energy at the transnational level - Develop joint experimentation

Plan Rector de Intervenciones Edilicias: Relevamiento de Infraestructura e instalaciones existentes en Edificios del Congreso de la Nación.

OMLP is a two-year entry-level program consisting of a combination of rigorous technical training and at least three rotational assignments. The program provides technical training in contemporary manufacturing, global supply chain management, APICS, lean six sigma and environmental health and safety. Rotational assignments may include: shop operations, process engineering, lean manufacturing, global supply chain management, materials management, and environmental health and safety. These assignments offer challenging experience in project management, team leading, negotiation, and manufacturing finance. The program provides valuable experience through mentoring, teamwork, ongoing reviews, and defined deliverables.