Grant F. SMITH

Wholly owned by Alaskan Native Corporation CIRI, North Wind Group specializes in professional services for government clients.

• Started a De novo business line, focusing on decommissioning oil and gas wells, abandoned mine lands, disaster relief, emergency response and all other non-federal business segments not included in the other four business lines.
• First year landed fifteen contracts generating 21.2% net margin, against an expected 6.1% net margin, over $32.6M revenue. Backlog potential is $150M.
• Managed comprehensive P&L responsibilities across multiple enterprises.
• Capitalized on emerging market insights to optimize operational efficiency.
• Surpassed sales targets via upselling and cross-selling to existing clients.
• Collaborated with staff members to ensure operational efficiency of the organization.
• Represented the organization at community events and public forums to promote its mission.

Region operations director responsible for oversight of all operations in a five-state region.

• Oversight of one of seven regions, program manager over the company’s fuels program and have started a new federally funded state administered program focused on oil and gas orphan wells, abandoned mine lands and disaster relief across the lower 48 United States. The only Regional Director in North Wind who has responsibilities beyond their regional role.
• Oversight of 26 projects with a contract value in excess of $190M.

Fuels Program oversees program manager including strategy for program and operations on active contracts. This program was kicked off in mid-2021.

• Won three contracts to-date for $7.8M.

Federally Funded-State Administered program was pitched to Senior Executives and kicked off with one of three tiers, orphan wells. This was done from scratch, including market research, subcontracting and building our state capabilities.

• To-date 14 contracts worth $$32M have been awarded with another $150M of backlog.
• This success has warranted building the second tier (Abandoned Mine Lands) and the third tier (Disaster Relief) to the program beginning January 2023.

Company Overview: A crane and heavy haul company owned by Cook Inlet Region, Inc.

• Transformed family-owned business into sustainable, safe, and profitable enterprise.
• The COVID-19 pandemic began a few months into the new role. When compared to a similar market downturn, my team, on 48% less activity with the same head count, generated 4% more revenue, improved net income and EBITDA by 56% and 74%, respectively, with 86% less debt, while improving our operational efficiencies by 44%.
• In the pandemic market condition, we maintained our excellent reputation through people and equipment while minimizing costs.
• Built out a professional HR structure, which included processes for talent management, talent acquisition, legal risk mitigation, and constructed a grounds-up organizational structure, including merit and bonus programs.
• Revamped HSE department encompassing procedures, policies, training plans, and tracking metrics.
• Significantly improved finance, accounting, tax procedures and financial modeling capabilities.
• Managed maintenance decisions to ensure operational efficiencies resulting in a 20% improved maintenance spend.
• Holistically drove change in our operational management staff and processes, resulting in operational efficiency improvements of 44%, while reducing equipment damage by 43%.

Company Overview: Founded in 2008, CSL Capital Management LLC ("CSL") is a private equity firm providing capital to energy services companies. CSL has a well-established track record of backing experienced entrepreneurs to build high-quality companies. The firm has raised over $1.4 billion of equity capital and commitments since inception.

• Hired to build a De novo artificial lift company to be funded for a three to five tear term.
• Reviewed acquisition opportunities and screened them while building a ground up company profile.
• Built the M&A cases and developed business plans for acquisition of companies fitting the startup profile. Worked closely with CSL “deal makers”.
• Negotiated the final acquisition deals alongside CSL.

May 2017, Raptor Lift Solutions, LLC was registered in Delaware.

Acquired one company with a niche hydraulic pumping unit technology and another company with a niche power regen technology for rod-lift variable speed drives. Both companies had excellent technologies but did not have a company structure or the financial wherewithal to fully commercialize their technologies.

• Built the company with supply chain, finance, engineering sales and operations. Operations included field service, workshop and HS&E departments.
• Breakeven EBITDA expected by third quarter 2019, within one year of getting reliability of products fully market ready.
• Designed and implemented two specific pathways to market; direct sales and distribution.

Co-created and directed a new oilfield R&D abrasion resistant process technology which is very simple, very inexpensive with significant revenue and margin potential.

• Focused on significantly reducing abrasion and erosional wear on production tubing, sucker rod couplings, sucker rods, plunger lift plungers, pressure pumping high pressure and low pressure iron.
• All lab testing is complete and all API standards have been met or exceeded.
• Field testing was completed with excellent results.

Multi-faceted role, responsible for:

Regional Sales - managed a 92-member matrix organization sales team for a $1.1B region with 15% from direct sales and 85% through contracted product line pull-through.

Inventory/Procurement Management – With a team of 40 employees, managed $280M of regional inventory and managed $300M of annual regional procurement spend.

• Implemented a revenue stretch incentive program that awarded bonuses if pre-approved projects exceeded geo-market plan numbers. Three of four geo-markets successfully submitted proposals, and within the first two quarters, one exceeded plan by 9%.
• Implemented new management process in five months, never used before, reducing gross inventory by 18%, slow-moving, and obsolete expenses by 13%, growing inventory slower than revenue growth, and reducing inventory faster than revenue losses.
• Led Latin America Region (LAR) to first place in four of the six procurement categories, up from fourth place in nearly all categories.

Project Management - managed large, integrated projects across the Latin America Region.

• Delivered onshore project (two rigs drilling deep complex wells), with a 10-member cross-functional team, resulting in $70M AFE'd wells at a 25.3% savings, exceeding the client's expectations.
• Grew major integrated offshore drilling project from 3 to 9 rigs by delivering over 85% of wells in nearly half the planned time; co-led cross-functional team of 49 to deliver project with perfect HSE record.

Financial and Business Reporting – The Region President asked me to oversee all corporate weekly reporting, including presenting to the CEO and CFO monthly. This was accomplished with a 3 member team.

VP of Soledad E&P Company – Continued to run Pemex/Baker Hughes E&P Company as outlined below.

• Started up first new E&P Company (Soledad) for Pemex/Baker Hughes after winning a Production Sharing Contract in 2014, with 50 employees and 48 contractors.
• Built company from ground-up including hiring all leadership (field operations, technical and administrative), technical staff (engineering, geosciences), and administrative staff (finance, legal) and all field level staff.
• Developed operational procedures and HS&E training materials.
• Increased production by 161% with an average annual budget of $60M, with potential for an additional 85 new conventional and 100+ unconventional wells identified for future development.
• Attained a perfect HS&E record with over 950 days without an accident or spill, receiving the President's HSE award in 2014 and the Chairman's HSE Excellence award in 2015.

• In addition to the above role, I served as interim Geomarket MD over all facets of the $400M P&L business, including sales, operations, finance, HSE, materials, and manufacturing, until a Mexican National executive could be assigned.

Asked to lead new Integration Operations business unit, managing 121 employees in three different roles (Commercial, Engineering and Operations) with 22 managed drilling rigs at an annual revenue of $400M+. Teams managed 1,200 personnel including all contractor employees.

VP Western Hemisphere Operations - Managed 40 wellsite and project management employees for a field development contract with PEMEX in the Chicantepec area.

• Managed complex integrated field development project with 30 wells selected and drilled in three years increasing production from 2,600 to over 10,000 BOPD, 83% drilled ahead of plan without any HS&E recordables.

VP Engineering & Quality Assurance - Managed 71 drilling and completion engineering employees.

• Engineering teams were in UK, UAE and USA with drilling/completions projects in Iraq, Saudi Arabia, Algeria, Brazil, Mexico and United States.
• Oversaw the completion of a new knowledge management system and Engineering Development Program.

VP Commercial - Managed Commercial team consisting of 10 employees.

• Created and implemented a new commercial model to screen all projects to assure readiness and enables the right methods for contract structuring and negotiation.
• Researched and put together merger and acquisition recommendations to senior executive committees, one of which was accepted by senior management but was not successfully acquired.
• Assigned eight-month project by Executive President, developed strategy to combine Integrated Operations and Reservoir Development Services, with 1,000 employees, delivering 28 recommendations of which 75% have been implemented, improving organization effectiveness.

Integrated five newly-acquired reservoir-based consultancies into two organizations.

• Developed strategy, determined acquisition targets, and presented three acquisition plans to CEO, one of which was acquiring reservoir-focused consultancies, which were successfully acquired.
• Rebranded the new companies to ensure market recognition would result.
• Integrated the newly acquired reservoir experience into the nine Baker Hughes regions.

Assisted Region President to merge seven divisions into geography-based geomarkets, as One Baker Hughes.

• Constructed a $900M regional market strategy for the newly formed company, including entry into Iraq, which grew market share by two points in the first year.

Responsible for all sales in the Middle East, Asia Pacific Region.

• Responsible for understanding the wireline and perforating markets, segmenting these markets, and driving profitable growth in the selected markets.

Lead workforce of 195 across Texas and New Mexico, including shop, field service, finance, HS&E, inventory, sales, application engineering and R&M engineering.

• Increased revenue by 400+%, profit margins by 600+%, days-sales-outstanding from 86 to 59 days, inventory from 11% to 8% of revenue, and market share from 32% to just under 50%.
• Improved HSE performance from the worst to the best performing of seven North American business units.

Managed 12 project managers responsible for assuring complex artificial lift systems were designed, manufactured, and assembled to customer specifications and readied for global offshore deployment.

Managed team of engineers and technicians in fast-growing Permian Basin asset, solving two key issues:

• Reduced artificial lift failure rates from 3.5 to 0.5 per well per year, saving $19.2M per year.
• Minimized operating costs, saving $28M by renegotiating artificial lift and chemical contracts.

This was a newly formed global corporate reserves group, reporting directly to the CEO.

• Appointed along with four other engineers across the company, reporting to the Director of Corporate Reserves
• Responsible for both US assets and all new company-wide M&A assets.

• Advanced Production/Reservoir Engineer; Gulf Coast Region [Houston, TX] (2000-2001)
• Reservoir Engineer; Gulf Coast Region [Lafayette, LA] (1998-2000)
• Production/Reservoir Engineer; Rocky Mountain Region [Cody, WY] (1990-1998)