Managing a portfolio of different size and complexity projects (e.g. compliance, safety critical, development, brownfield) with overall budget $700MM. The main focus is on alternatives selection, pre-FEED, FEED and construction activities. => Build positive, collaborative relationships with JV partners that seek to increase Chevron's influence and ultimately enable the Operator to deliver base business and capital project outcomes in HES, cost, schedule and quality that align with Chevron expectations. => Manage and hold accountability for an assigned portfolio of Operator-led capital projects in accordance with expectations defined by the Chevron NOJV MCP Guidelines. Develop key capital project deliverables such as PEP, Project Assurance Plan and AR documentation to satisfy EBU and CPMS capital stewardship expectations for the assigned project portfolio, including coordination of resources engaged to support these activities. => Identify and prioritize focus areas for improvement in KGK facilities base business such as process safety, reliability and turnaround planning/execution, and develop strategies and work products, supported by Chevron sole work where necessary, that will be used to influence the Operator.

Samal Wind Park Project The first Chevron "wind farm'' project in Kazakhstan with overall budget of $250MM, to support RoK government initiatives developing renewable energy. => Managing alternatives selection and completion of pre-FEED activities for Samal Wind Park (SWP) which involved, but not limited, selecting project location, developing Project Execution Plan, Contracting Strategy, Commercial Agreements, Cost & Schedule estimates, etc.; => Assisting in development of RoK regulatory framework for renewable energy. Led review and influence of a new Power Purchase Agreement (PPA) and amendments to Land Allotment. Built and maintained positive relationship with RoK republic and local authorities, project key stakeholders and decision makers; => Led selection of wind turbine Original Equipment Manufacturer (OEM) and contract negotiation with the selected vendor for overall contract value of $80MM;

Managing FEED of reverse osmosis water treatment facility for the volume of 5,000 m3/day and overall project budget of $80MM. => Led engineering team and contractor during FEED / transition into detailed engineering in challenging regulatory environment and aggressive schedule. At the transition to detailed engineering (Phase 4) established project control and reporting protocol (cost & planning), project document management system; => Developed and implemented the project Interface Management Plan which was overarching internal and external (brownfield) interfaces with other existing facilities and projects; => Developed fit-for-purpose FEED/Detailed Design execution strategy which allowed to accelerate development of WRF project by 4 months and save about $5MM.

Involved in FEED and construction of wastewater treatment facility for the amount of 6,000 m3/day of wastewater from various sources at Tengiz oil field with overall budget of $150MM. => Developed robust Stakeholder Management Plan and proactively engaged with the key stakeholder (ExxonMobil, Chevron, LukOil, KMG) to secure funding and facilitate strategic endorsements (technology selection, contracting strategy, etc.) => Led development of project Local Content strategy throughout FEED / construction. Identified and brought local engineering firm which reduced FEED budget by $1.3MM; => Coordinated project Regulatory Affairs activities (e.g. construction permits, land allotment, etc.) and Industrial Relationship (e.g. contractors audits, industrial conflicts resolution, etc.);

Managing Tengizchevroil (TCO) leased and owned rail fleet comprising 17,000 railcars; ensuring safe, reliable and beneficial shipment of products (e.g. crude oil, LPG, sulphur). => Developed and implemented a model, consisted of procedures and excel based tool, to effectively manage TCO fleet which was over 17,000 railcars. The model reduced railcars idle time by 30% and improved effectiveness of railroad siding facility; => Involved in development of TCO overall fleet strategy to ensure that fleet is properly sized and car’s turn-over timing is optimal; => Managed railcars lease contracts from operations and maintenance point of view (e.g. maintenance schedule developed; contracts with 3rd party car sheds in place, etc.)

Developed and maintained commissioning and turnaround schedules for sour gas reinjection compressor as a part of SGP/SGI project, overall project budget over $10BL. => Planned, monitored and coordinated turnaround schedule for SGI-II Sour Gas conversion Project integrated with construction and commissioning SGI stage I Project; => Identified critical interfaces in Turnaround schedule and coordinated those interfaces with the lead engineers / management and stakeholders. Prepared and led weekly planning meetings for Turnaround stakeholders

=> Developed and maintained commissioning schedule of NGGS (New Generation Gathering System) fully integrated with contractor's construction and pre-commissioning schedules; => Maintained accurate completion forecasts of all scheduled activities and work scopes. Prepared schedule status and forecast reports and graphics for monthly reports and ad hoc meetings. => Identified potential showstoppers in Commissioning Schedule report for the management. Coordinated planning & scheduling of SGP/Offside contracts;

=> Maintained complex integrated schedule of: Reservoir Management, Drilling, Exploration groups (DERM) and field construction activities of the Second Generation and Sour Gas Injection; => Prepared SIMOPS (Simultaneous Operations) schedules and reports identifying critical interfaces of DERM and SGP/SGI work scopes and activities; => Provided support to identify which wells and facilities can be simultaneously down and assure that planned activities are implemented while meeting production targets;

Tengizchevroil (TCO) Finance, Accounts Payable, => Processed salary and travel expense invoices of all TCO PSC (Personal Service Contracts); => Developed Travel Expenses Guidelines and desk procedure for better tracking of employees' expenses; => Processed Chevron seconded employees' expense reports;