Lino Carrillo is an experienced operations executive in the oil and gas sector with over 30 years of international experience. He has expertise in plant operations, process engineering, maintenance planning, and budgeting. Some of his accomplishments include reducing accidents by 50% at one company and being awarded for best safety program. He is also skilled in leading teams, managing complex projects, and developing talent.
I am a Project Management, Operations and Maintenance, and Turnaround Planning Professional with over 30 years of experience, working in the Oil Gas and Petrochemical sector. I am adept in successfully completing capital and maintenance projects as well as turnaround projects on time and within the prescribed budget. I am flexible and adaptable at meeting client requirements and have strong organizational and communication skills, good methodological approaches and use of analytical thinking. I am commercially astute and am a keen team player with the ability to follow procedures and see a problem through to the end.
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.
• A strategic professional with dynamic career of 36 years that reflects pioneering experience and year-on-year success in achieving top line targets, while leading Operations Management & Business Development activities in Oil & Gas industry
• Experienced in managing entire project management including scheduling & negotiation with clients for service level agreements / terms, balancing work distribution to meet project deliverables & delivery as per quality & time norms
• Expertise in enhancing production process operations, optimizing resource and capacity utilization as well as escalating productivity and operational efficiencies
• A business accelerator with excellence in leading & motivating worldwide teams for finalizing new projects thereby achieving defined revenue and profitability targets for the company
• Excellence in implementing cost saving measures to achieve substantial reduction in terms of production, materials, manpower and machine utilization leading to achievement of top line business goals
A forward thinking person with communication, analytical & organizational skills; exceptionally well organized with a track record that demonstrates self-motivation, creativity and initiative to achieve both corporate and personal goals
I am a Project Management, Operations and Maintenance, and Turnaround Planning Professional with over 30 years of experience, working in the Oil Gas and Petrochemical sector. I am adept in successfully completing capital and maintenance projects as well as turnaround projects on time and within the prescribed budget. I am flexible and adaptable at meeting client requirements and have strong organizational and communication skills, good methodological approaches and use of analytical thinking. I am commercially astute and am a keen team player with the ability to follow procedures and see a problem through to the end.
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.
• A strategic professional with dynamic career of 36 years that reflects pioneering experience and year-on-year success in achieving top line targets, while leading Operations Management & Business Development activities in Oil & Gas industry
• Experienced in managing entire project management including scheduling & negotiation with clients for service level agreements / terms, balancing work distribution to meet project deliverables & delivery as per quality & time norms
• Expertise in enhancing production process operations, optimizing resource and capacity utilization as well as escalating productivity and operational efficiencies
• A business accelerator with excellence in leading & motivating worldwide teams for finalizing new projects thereby achieving defined revenue and profitability targets for the company
• Excellence in implementing cost saving measures to achieve substantial reduction in terms of production, materials, manpower and machine utilization leading to achievement of top line business goals
A forward thinking person with communication, analytical & organizational skills; exceptionally well organized with a track record that demonstrates self-motivation, creativity and initiative to achieve both corporate and personal goals
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Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
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1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
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1. Lino Carrillo, P. Eng.
ON, Canada | (289)837-3397 | Skype: guajirito2
linojuan58@gmail.com | https://ca.linkedin.com/in/linocarrillo
EXECUTIVE PROFILE
Operations Executive with extensive international experience in the oil & gas sector. Expert at articulating plans
and actions in complex plant and corporate environments that require swift changes to produce growth and pace-
setting results. Skilled at leading multicultural, multidisciplinary and large teams, managing complex projects and
operations, negotiating with multiple providers, producing results in highly volatile environments, effectively
managing crisis and priorities, building solid relationships with C-suite executives, coaching, and training of new
and senior talent, complemented with a strong internal client orientation. Perseverant, visionary, and people-
oriented. Bilingual (EN/ES). Lean Six Sigma Green Belt.
Areas of expertise
Plant Operations Process Engineering Market Opportunities Regulatory Compliance
Plant Engineering Manufacturing Maintenance Plans Budgeting and Cost
Reduction
SELECTED ACCOMPLISHMENTS
Operations Safety
● Reduced work-related accidents by 50% at CNOOC-Nexen Energy, changing the existing policy of
“production at all cost” vs. “safe and reliable” operation.
● Awarded by Alberta Boilers Safety Association (ABSA) as the best owner user program for the Oil Sands in
Canada for SUNCOR Energy in 2007.
Operation Planning and Leadership
● Planned and implemented strategies to create a profitable and reliable operation of the Upgrader
Business Unit for CNOOC-Nexen Energy, ensuring safety and business sustainability. Upgrader of 70 kbd
and administered a budget of $240m and led a team of 150 including 10 direct reports.
● Increased upgrader processing capabilities to match the nearly doubled production from the field, from
23 kbd to 45 kbd at CNOOC-Nexen Energy.
● Transformed the working culture of the operations department at CNOOC-Nexen Energy, in one year, by
increasing the presence in the field and the control room, fostering personal accountability and defining
clear production, cost goal.
● Designed and created the Reliability Engineering Organization for the Oil Sands Division of SUNCOR which
is the largest oil & gas Canadian company. Managed a payroll of $40m and led a team of 180 including 7
direct reports.
● Led the development and implementation of a reliability improvement program for the largest SUNCOR
division which included 2 mines, 2 extraction plants, 2 upgraders, in-situ production facilities and central
facilities. Teams were matricially embedded in the operations teams but functionally to the Director.
2. L. Carrillo p.2
Lean Operation and Cost Reduction
● Eliminated close to $400m in investment plans for CNOOC-Nexen Energy based on a thorough assessment
of the portfolio and the improvements achieved with an operational reliability improvement plan drafted
and implemented
● Increased by 12% the bitumen production of CNOOC-Nexen Energy per year by improving the daily
scrutiny and monitoring of operations and eliminating spurious trips.
● Reduced by 40% year by year the annual maintenance cost of CNOOC-Nexen Energy through the
execution of a plan that eliminated or mitigated all operational threats, do-it-once-do-it-right approach in
Maintenance and PM rationalization.
● Positioned, together with the operational excellence initiative, the Oils Sands Division of SUNCOR as the
most successful one in production reliability for 2008 through the design and implementation of the
reliability improvement program.
Recruiting, Coaching, Training and Development
● Designed and implemented a 3-week/year competency development program for the CNOOC-Nexen
Energy, 150 plant workers, including operators, maintenance technicians, and engineers.
● Coached 10 direct reports of CNOOC-Nexen Energy during 3 years for one hour per week to support them
on topics such as leadership, assertiveness and conflict resolution, simplification of work processes, cost
consciousness, resulting in the highest evaluations of the site.
● Hired 140 specialized engineers for SUNCOR in one year to become part of the organization including
mechanical, electrical, instrumentation, metallurgical, rotating equipment engineers, as well as managers.
Business Development
● Obtained four investment proposals for using the built area of the upgrading facility for VCI.
● Developed a plan to sell a top of the line and innovative Upgrading technology designed by VCI creating
partnership opportunities inside Canada within oil producers or services providers.
WORK HISTORY
CNOOC-Nexen Energy, ULC., Fort McMurray | Canada 2013 – 2015
General Manager Upgrader Business Unit, 2013 - 2015
General Manager, Production, 2011 - 2013
VALUE CREATION INC. (a start-up Co) | Calgary | Canada 2008 – 2011
VP Technology and Surface Facilities, 2010 - 2011
Chief Operating Officer of BA Energy and VP, 2008 - 2010
SUNCOR ENERGY INC. | Fort McMurray | Canada 2004 – 2008
Director of Reliability Engineering, Oil Sands, 2005 - 2008
Area Manager Upgrader Operations, Oil Sands. 2004 - 2005
VETRA GROUP, A.V.V | Venezuela 2004
Business Development and Proposals Manager
PETROLEOS DE VENEZUELA S.A. | Venezuela 2000 – 2003
Business Development GM - Downstream Division
SINCOR | Venezuela 1998 – 2000
Pre-commissioning, Commissioning and Start-up General Manager
PETROLEOS DE VENEZUELA S.A., Cardón Refinery | Venezuela 1996 – 1998
Manufacturing General Manager
Various Operations, Engineering and Project Positions | Venezuela 1981 - 1996
3. L. Carrillo p.3
EDUCATION
MSc. Chemical Engineering (Corrosion Engineering), The University of Oklahoma, Norman, OK, USA
BSc. Chemical Engineering, The University of Oklahoma, Norman, OK, USA