1. To: Management
From: Jay Williams
Date: Feb, 2017
Subject: Management opportunity in Oil/Gas industry in IT
Management,
I would like to be considered for Management Position in your organization anywhere
in the USA. I would like to take this opportunity to convey information that will not be
available in my resume. I have a 32+ year’s career history with Conoco, ConocoPhillips
and Phillips 66 and I’m very passionate about seeing Phillips 66 succeed as a player in
the international oil and gas industry. I keep up with most of the literature in this field
and was a chairperson on the PODS (Pipeline Open Data Standard) Technical Committee
in years past and now keep up with my college on in the HPC (High Performance
Computing) organization. I have always taken great pride in taking on assignments for
the organizations I have worked for as if my own dollars were on the line. Measuring my
value to the company in past assignments was easy by looking at the cost avoidance or
value adding numbers presented to management each quarter. Along with my resume I
have enclosed specific examples of special thanks awards from management and also a
copy of one of my end of year goal results where as the Downstream Transportation
Team Lead our team added one million dollars worth of value to the business and also
aided in the efforts to meet the compliance deadlines. For two years this was the case and
you even approached me once asking how I was able to engage the business to get their
cooperation while other groups were having difficulty.
Thank you for your time and I would welcome the chance to give more examples or
answer questions.
Jay Williams
Office: (918) 661-5710
Work Cell: (580) 401-5217
Personal Cell: (580) 761-2981
Fax: (918) 661-0064
Email office: jay.e.williams@conocophillips.com
Email home: jwllms730@gmail.com

2. GIS Promotion Review Template
Employee Name: Jay E. Williams
Nominating Supervisor: Tom Cordova
Presented by: Tom Cordova Date Presented: 7-25-2007
For Promotion Consideration to Job Title/SGL:
Desired Effective Date:
Current Job Title & Current SGL: DLIS Team Lead (13)
Work Unit & Geographic Work Location: Downstream
P&T Operations
Years of Relevant Experience (Inc. non-CP): 24 years
Years & Months In Current Grade: 3 years
Promotion Justification – Reference the career map definitions and address the candidate’s
performance against all competencies at the current grade. Demonstrate how the candidate will
be challenged to achieve at the proposed grade. List specific examples.
Summary Comments: (List 3-5 key accomplishments/reasons for this promotion)
1. Jay Williams has been rated Exceptional for the last three years in a row.
2. The business units he supports have recognized him several times.
3. Jay Williams has been in a Team Lead role the last 1.5 years.
4. Key accomplishments would include the Downstream P&T Infrastructure project. This
project had numerous challenges and the end result was delivered on time and under
budget.
5. In 2006 the Downstream P&T Integrity group was challenged to meet difficult DOT
regulation timelines. Jay Williams was a key team player in keeping the project
progressing to meet a tight timeline.
Communication:
Candidate has consistently exhibited these skills at a SGL 13/14 level. On a weekly basis he
presents or communicates to BU management, users of varying technical levels,
guides/networks with team members, 3rd
party vendors, internal temporary contractors, other
COP Departments, and is vice-chair on a professional committee. Rating of the candidate at this
level was Exceptional.
Examples include:
1. Presentation of the Downstream P&T Infrastructure project to TAP committee members.
2. Ability to mentor temporary contractors, summer interns and team members.
3. Created Project Plan, Risk Assessment, Business Case, Financial Model, Project Charter,
and Technical Assessment Plan for Downstream P&T Infrastructure Project. Project was
for $350K.
4. Worked on joint team where candidate was a liaison between the BU and the vendor on a
High Consequence Area Analysis Project. This was an $800K project. Meeting,
presentation and day to day interaction were done to keep the project on timeline.
Upon advancement Jay Williams should be challenged as he is asked to work with new groups
and assignments that take him into other IS disciplines.

3. Technical Expertise:
Candidate has consistently exhibited these skills at a SGL 13/14 level. Rating of the candidate at
this level was Exceptional.
Examples included:
1. Downstream P&T Infrastructure Project that included setting up a project charter, budget,
then guiding the project for hardware and software implementation. The budget came in
under and the project was completed on time. This project was highly complex by the
way applications were stacked on top of each other. Examples where a new Web Server
not only with IIS, but it had TomCat, ESRI ArcIMS, then another piece of software from
Latitude Geographic’s called GeoCortex IMF. All of this had to work together and
according to the vendor we built out the largest site they had ever seen with over 400
layers. Not all but well over 100 layers are refreshed daily.
2. In 2006 the Downstream P&T group was hit with new DOT regulations which had to be
implemented by years end. This was a large undertaking when you think about 14000
miles of pipeline that needed HCA Analysis work and Risk Analysis done on it. This was
a one million dollar project. A work team was created with BU members, GIS and a 3rd
party vendor. This created massive amounts of data that needed importing into a
database. To help in this effort either applications were created to help in the importing,
reporting and data translation.
3. In the Downstream P&T many application were developed and spread out across multiple
department. This was causing problems when it came time for upgrades and
maintenance. Candidate came up with the concept of the PnTUtility Application Tool to
create one centralized location for many Downstream P&T software applications to have
one centralized GUI that launched them all.
4. Candidate during the Downstream P&T HCA project worked with temporary contractor to
replace old technology to extract RISK data from the PODS database and also the RISK
result from the PIRAMID software back into the PODS database.
5. Candidate added value to the Downstream P&T Mapping Group by implementing a
method to convert MrSID aerial imagery to GeoTiff files on entire directories at a time.
Application was called the SIDConverter.
6. Candidate added value to the Downstream P&T Mapping/Integrity/Risk and SCADA to
create such application like PODS mass deletion tool, PODS query builder, pipeline line
fill calculation tool, Engineering to MilePost converter, PODS domain lookup editor.
7. Candidate is a member of the PODS Technical Committee where being an expert in his
field helps further development of the PODS 4.0 Database for roll out to the industry in
Sept. 2006.
The candidate Jay Williams seems vivacious to learn about new technologies and concepts new
assignments at the next grade level can only challenge/encourage his career development.
Planning/Organization:
Candidate has consistently exhibited these skills at a SGL 13/14 level. Rating of the candidate at
this level was Exceptional.
Examples include:
1. Candidate planned and implemented the Downstream P&T Infrastructure project in 2005 which
was completed on time and under budget. This project included several complexities, new
hardware and software purchases that involved the planning across multiple groups for
implementation. This included two new web servers, 3 citrix boxes, one oracle server, and 1TB
disk space for a NetApp server. Complexities included the taking of a new web server and
adding on ESRI ArcIMS technology and then on top of that the Latitude Geographic Geocortex
IMF technology. Today P&T has one of the largest web sites around with over 400 layers.
2. Candidate took the Downstream P&T from a one vendor shop to a 3 vendor shop for Mapping
needs to sustain the PODS 4 database. Vendors now inclur Moore Resource Systems, New
Century Software and Eagle Information Mapping. The complexity was handled by limiting

4. which vendor could write to the database and the others could only read from the database.
3. Candidate worked on a multifunctional team to help the Downstream P&T meet a DOT
Compliance Regulation deadline in 2006. The basic project was to have all P&T pipeline have
an High Consequence Area (HCA) Analysis run on it and get the results back into our database
by end of Dec. 2006. The project was a massive undertaking because mileage that needed to
be processed was in the 14000 mile range. Planning / Organization was critical to ensure the
the vendor doing the analysis had a steady flow of data while receiving compled data from the
vendor getting it back into the database and making it available for further work. Project was
completed on time.
4. Candidate during the HCA project worked with temporary contractor to had to replace old
technology to extract RISK data from the PODS database and also the RISK result from the
PIRAMID software back into the PODS database.
5. Candidate was team lead on upgrading the Downstream P&T PODS database from version 3.2
to 4.0. Our team was the first company to make the transition. The planning and
implementation took 6 weeks. This was a very complex operation because of all the database
enhancements. After the upgrade then all oracle views and materialized vies had to be modified
and all attached application that access the data had to be upgraded to handle the new fields.
This took planning and orgainization to complete the database upgrade in 6 weeks and then
application upgrades in another 2 weeks.
Networking:
Candidate has consistently exhibited these skills at a SGL 13/14 level. Rating of the candidate at
this level was Exceptional.
Examples include:
1. Candidate works in a team environment with only a group of three DLIS Analysist to handle
multiple BU departments in Downstream P&T located in Ponca City. Since all are on a 24/7 on
call status being able to handle effective relationships with individual to balance work and
personal time is key.
2. Candidate is viewed as a Team Lead.
3. Candidate is valued resource to other member of the team.
4. Candidate frequently pulls in the members of the team when discussing the P&T task list.
Assignments are taken first by volunteer bases. For this team it seems to create more of
win/win agreement. The individual of the group take ownership better when present this way.
5. When the candidate or other members of the team have substantial problems, ideas and
courses of action are present before following through on a solution.
Team Building:
Candidate has consistently exhibited these skills at a SGL 13/14 level.
1. Since the conversion from GIS to DLIS our supervisor has been placed in Bartlesvilles and
relies on the candidate to keep the focus and the team heading in a direction that meets
management direction and supports the business analyst priorities.
2. Candidate keeps updated on other team member projects and has periodic meeting to keep
work focused on value adding items.
3. Feedback each week is delivered from all team members to the candidate where a report is
development and sent to the reporting supervisor Tom Cordova. This is our means for checks
and balance to ensure we are in tune with management objectives and to share existing
problems and issues.
4. Candidate has submitted team members for special recognition.

5. Supervision:
Candidate has consistently exhibited these skills at a SGL 13/14 level.
Examples include:
1. Candidate has been in a Team Lead position for the last 1.5 years.
2. Candidate works at Ponca City while his reporting supervisor is located in Bartlesville. Minimal
supervision is required for daily business.
3. Candidate provides supervision and guideance to less experienced hires. These would include
new hires, contractors, summer interns and possible in the future a 6 month rotational
employee.
4. Candidate works on a broad range of activities since the DLIS team supports approximately 10
BU departments under the Downstream P&T flag in Ponca City and other remote locations.
5. Candidate is seen as a valued resource by BU.
6. Canidate anticipate BU needs as this could be seen by his early upgrade to the PODS 4
database model so that future project like the Baseline Assessment Plan application replace
and ILI data interchange standard and ILI data storage could be staged and designed around.
Implementation/Results:
1. Candidate implemented the conversion from the capability of use the new technology of ESRI
SDE layers on a oracle database. Then at the present time is moving toward fulling automating
these layers for the purpose of making the PODS 4 database fully really time enable for web site
access and Alignment Sheet Map generation.
2. Candidate has moved the 1TB of Aerial Imagery off of external hard drived and implemented
image index technology to allow NetApp access of the data. The future state will result in 3rd
party vended aerial imagery where this imagery is shared across the entire company and
therefore costs minized per department and redundant data can be eliminate. The will bring in
the new age of ESRI Imagery Server technology.
3. Candidate created a MSAccess Tools to replace a 3rd
party vended application for the purposes
of specialized queries and reporting. This was implemented in the 2nd
qrtr 2006 were it was then
replaced with a more GUI driven internal application called PnTUtility.
People Development:
Business Direction: Candidate has consistently exhibited these skills at a SGL 13/14 level.
Rating of the candidate at this level was Exceptional.
Examples included:
1. Candidate stays plugged into the BU needs for present and future needs down the road for
multiple groups. Such groups include Downstream P&T Mapping, Integrity, Risk, HSE, SCADA,
Logistics, Corrosion, Reliablility, Regulatory, and Power Optimization.
2. Methods used by candidate to keep up on trends and BU direction is by attending professional
conferences in the field which include the Geospatial Information Technology Association
(GITA) Conference and the Pipeline User Group (PUG) Conference yearly.
3. Candidate is considered an integral part of the business team and has been recognized on
several occasions.
4. Candidate on BU projects meets with BU teams to define scope of existing projects and also
foresee future needs that could benefit by making minor alteration now to prevent rework later.
5. Candiate is very aware of cost and has found many ways over the last 3 years to save not only
P&T money but COP in general money across the board. Such concepts include the dropping
of multiple Street Mapping software packages that ranged from $100 to $200 a piece in favor of
a Street Mapping package that was negotiated for $50 a piece. Packages that were taken

6. global included the use of MSProject Viewer instead of MSProject where possible. Another
included the purchase of WIN2PDF which replaced the full version of Adobe Professional in
many instances. These last two were taken globally across the company and saved well over a
million dollars in software costs.
6. Candidate since tracking Value Add dollar amounts on BU enhancements and project has
contributed through personal or team effort that has added close to 2 million dollars since 3rd
quarter 2006. These Value add items will be mentioned in the COMMENTS section.
Other comments regarding previous performance assessments:
Since GIS did not start tracking Value Add to the business till 3rd
qrtr 2006 this candidate has
been putting forth a diligent effort in this area.
Examples are below:
1. Lay down of the NCS Facility Manager software maintenance, cost savings $20,000.
2. The new PIRAMID BRIDGE SOFTWARE FOR THE Transportation rISK Assessment team
should save numerous hours per pipeline. We have about 389 routes and if we save 8hrs per
route that’s 389 x8 x120 = $272440 dollars cost saving.
3. New code to help P&T Mapping Group bulk load data into the PODS database. $81600 dollars
cost savings.
4. Created a cost saving by negotiating with a vendor to lower their hourly rate from $145 to $125.
5. Created a cost saving so PIRAMID results could be bulk loaded into the PODS database.
Savings amounted to $55000 dollars
6. Participated on the creation of the Mass Deletion tool for the P&T Mapping Group to help in
database cleanup. This saving was in the range of $120,000.
7. Creation of the Line Fill Calculation software for SCADA had a value add of $74800.
8. Addition of aerial imagery to the TranMap web site had a value add of $258,400.
Complete if applicable:
Business Support for the Promotion: Include communication that has taken place with the
business in regard to this proposed action.
Business Support Examples:
Over the past few years the candidate has received numerous recognition awards from the
Downstream Transportation P&T departments and been taken out to lunch and had a written
thank your by the Power Optimizaiton Department hear. Forms of recognition were written,
verbal, jacket, shirts, hats, gas card, coffee cup, monetary paycheck bonus.
1.

7. 2. Candidate received a jacket for contribution in the Transportation Skelly-Belvieu Project.
3. Candidate received written recognition from industry peers for PODS Technical Committee
completion of the PODS 4 model.
4. Candidate was invited to a luncheon on Jan. 18th
2006 with the Downstream P&T Integrity and

8. Meg Yaege, Mark Drumm, Amy Gross and Keith Wooten and others. It was a celebration of the
100% DOT compliance goal. After the meal the candidate was pulled up to the front and given
a really nice award with a jacket
5.
Jay, as Director of the Energy Management group, I would like to thank you for the many hours that you
have spent assisting Sharon and Stephen. You have always been available to help our group implement
the BSS hydraulic modeling software and we do appreciate it. Thanks, Richard.
Rich Jewell
Director, Energy Management
580-767-7474
6. Too often, we wait until the end of a project to say "thanks", but I think the two of you deserve
recognition for the early efforts you've made toward our goal of 100% compliance by 12/06. The amount
of up-front work required from you has been significant, yet you've both responded with positive, can-do
attitudes and have worked diligently to get data into place in order to meet our objectives. Jay, you
have been called on to work through some pretty complicated IT problems associated with remote
connectivity as we have brought 3rd party contractors on to help with our IMP work. Bob, you have
helped train our 3rd party contractors in key areas to enable them to be more effective to us. Both of
you have kept a sense of humor in spite of ever-changing priorities and short deadlines. Your positive
attitudes and hard work have laid a solid foundation for implementing our processes by the end of next
year. Thank you so much for your hard work and dedication -- you're an inspiration!
Amy
6. Ken Baldwind (Team Lead) in Transportation P&T presented the candidate with a
Transportation shirt and two gas cards for his roli in support this group.
7. Keith Wooten (Director P&T) present to the candidate a monetary reward for his efforts
in support of his IMP audit.
If candidate is on cross-functional assignment to GIS, state communication with candidate’s
homeroom regarding the promotion proposal.
TMT Feedback: State the TMT’s position regarding this action and, if necessary, any additional
steps required to secure TMT agreement.