SAMANTHA GOYAP

Responsible for Torrance Hydrogen Station performance, with the goal of delivering hydrogen to light duty vehicle customers in Southern California.

• Identified the opportunity for a contract negotiation with O&M Provider and successfully negotiated new contract within 2 months from identification date, resulting in an estimated 20-40% reduction in operating expenses (actuals at $10,000/month, 20% savings captured since June)
• Collaborated with cross-functional teams to produce operational financial data for entire hydrogen mobility business to be used for business decisions

Led a team of Process Safety professionals who owned key programs that support Process Safety Performance through Management of Change (MOC), Process Hazard Analysis (PHA), Risk Management Program (RMP) and Facility Siting.

• Drove successful team execution of transformative approach to PHAs, which improved team efficiency by 50%, without compromising quality of the studies
• Partnered with business, operations, project and technical teams in order to set up risk reduction projects for success by aligning PHA and Turnaround scheduling philosophies
• Leaned up work processes and embraced concepts of a Learning Organization by removing non-value added work
• Successful adaptation of changes to PSM Systems through stakeholder management

Led a team of Process Design Engineers responsible for delivering base capital projects and Emergency Relief Systems (ERS) Engineers responsible for base business operations and project support.

• Managed in-house and contract engineering resources covering ~40+ projects for the refinery with a portfolio value of up to $100 million
• Built capability through technical mentorship and guidance on topics such as risk philosophies, protecting Intellectual Property (IP), and Process Hazard Analysis (PHAs)
• Partnered with Project Management leadership to improve workflows, delivering positive results to process safety culture and project delivery by minimizing project recycle

Led a team of process engineers with a focus on refining technologies – chemicals, hydroprocessing, sulfur recovery, and tanks.

• Promoted a strong feedback and challenge culture with team members, resulting in a better product and improved our team's credibility with our leadership team
• Promoted a culture of knowledge share, resulting in obtaining environmental compliance from employing “new to us” techniques, improving reliability of unit operation, and optimizing molecule management (value in yield improvements from heavy cycle oil processing)

Provided process engineering support for projects and Process Hazard Analysis (PHAs).

• Championed the development of quality project screening ideas, options analysis and economic evaluation with IRRs ranging from 14-200%, increasing refinery value up to $3 million
• Performed quality technical review that reduced PHA scope by 87% and led successful PHA management reviews with no recycle

Developed turnaround work practices for Process Engineering, tracked metrics, provided oversight over Ready for Maintenance (RFM) activities, shutdown plans, and worked with Process Engineering Leads to develop staffing plan during the turnaround.

• Created sustainable work processes and collaborated with technical groups to develop a technical manual with inspection criteria, which has been used in every turnaround since its inception in 2015
• Performed scoping for the Fluidized Catalyst Cracker (FCC) Turnaround (650,000 direct man hours), engineering oversight and support for other units in the turnaround scope including: C3/C4 Treaters, Alkylation Unit, Sulfur Recovery Unit, Flare, Utilities, and Contactors

Supported daily troubleshooting, process unit optimization and turnaround activities for the Fluidized Catalytic Cracking (FCC) and Cumene Units.

• Assumed Night Event Command Role during the Spring 2015 Cumene Catalyst outage
• Initiated efforts around regenerator propane sampling, resulting in reprocessing cost savings of $3 million dollars annually
• Increased rates on Cumene Unit, resulting in an incremental RMM opportunity of up to $800.000 annually
• Optimized FCC operation without additional capital requirements

Daily operations support for extruder operation in the gas phase polyethylene technology.

• Implemented safety and reliability projects such as relocation of blower filters to ground level resulting in improvement in ergonomics and an annual savings of $30,000
• Completed construction packages for off-spec reduction project with ROI of less than a year
• Led Responsible Care Team, an employee-led site safety team
• Led G1/P1 shutdowns in February 2013, which completed on-time and on budget