1. Tell me about yourself.
I’m a Senior Process Engineer with over 20 years of experience, including
the last 4 in facilities engineering for oil sands. I’ve led projects that
delivered strong results, like saving $600K annually with NIR technology
and nearly doubling oil uplift with ESP installs. Earlier at Pembina and
WorleyParsons, I supported large facility and pipeline projects with a focus
on safety, compliance, and reliability. I also mentor junior engineers and
hold a [Link], Six Sigma Black Belt, and an EMBA. I’m excited to bring this
mix of technical and business skills to TAQA.
2. Why do you want to work at TAQA?
I’m drawn to TAQA’s reputation for technical excellence, teamwork, and
sustainability — values that match my own. I’m also seeking a stable,
collaborative environment where I can deliver my best work. CNRL no
longer aligns with my values, and TAQA represents the ideal next step,
stability, collaboration, and positive culture where I know I can contribute
my best and continue growing.
3. Tell me about a time you led the design and
execution of a facilities project. Tell me about
a time you led a project that delivered
measurable cost savings. Can you give me an
example of when you reduced operating costs
or improved facility performance?
At CNRL, solvent monitoring costs were high from manual lab sampling. I
collaborated with Sub-surface and E&IC teams to evaluate new
technologies.
I led the project to implement NIR and led the engineering work, I engaged
vendors, facilitated PHA and coordinated with Production and Operations
teams.
It eliminated manual sampling, saving $600K annually.
4. How have you managed tie-ins, pipelines,
or facility expansions?
Give an example of how you managed a cross-
functional project in a challenging
environment. Describe a situation where you
had to collaborate with operations to deliver a
project.
At some pads, oil production was limited by steam injection. I led a project
that included the reactivation of a decommissioned steam line and tie-in
into an active steam line. I worked with Operations, Integrity, Production,
and Construction for compliance and safety.
Completed on time, but was overbudget, however management viewed it
as a success because improved operations flexibility
5. How do you ensure compliance with
AER/ABSA/CSA /ASME codes?
I engage with stakeholders to do design review, check materials specs, any
operational input, I facilitate PHAs to identify and address potential misses
or risks before execution.
I always consult SME when unsure.
Pembina SRU has SS specs for internals but they install CS for nuts & bolts,
we made them change all of them.
6. Tell me about a time you solved a major
reliability or uptime issue. Describe a time you
improved system reliability or reduced
downtime. Tell me about a time you improved
safety or reliability in operations.
At Pembina, the COS Reactor had recurring quality issues affecting
production from manual adjustments. I led a Six Sigma project, creating a
new control scheme with my own algorithm. It removed operator
intervention, reduced non-conformities by 94%, boosted performance, and
increased operator confidence on me.
Safety & Sustainability
7. Give me an example of how you improved
safety in a project.
At Pembina, bacterial growth in the SRU caused safety risks due to
Microbiologically Induced Corrosion.
I led root cause investigation and the project to implement the solution.
With safety experts, I created a SOP for biocide handling while taking
samples and trained Operations. I demonstrated it personally to build
confidence in the safety measures.
8. How do you handle Management of Change
(MOC) processes?
At Pembina and CNRL, I followed strict MOC processes for all facility
modifications. I collect critical information, drawings, operating conditions,
documents, etc, and I do a kick-off meeting with stakeholders.
I ensure that all changes are properly documented and that everyone is
involve at every step. This approach keep projects on time, on budget, and
incident-free. For me, MOC is essential to ensuring both safety and
accountability.
9. Tell me about a time you reduced emissions
or supported sustainability.
At Pembina, fuel gas consumption was high so I developed a dashboard
(PCS7) to monitor fuel gas fugitive emissions. This tool enabled Operations
to quickly identify and resolve issues, leading to cost savings, reduced
waste, and minimized unnecessary venting.
Leadership & Collaboration
10. Tell me about a time you worked closely
with operations to deliver a project.
At CNRL, I led several projects to install DTS on wells required strong
collaboration with operations and production. I kept them involved during
design reviews and I attended site walk-through with Ops. The project were
delivered on schedule, with no safety incidents.
12. Can you give me an example of mentoring
or supporting junior engineers?
At Innoflo, there was not a career path and junior engineers & technologist
needed support. I introduced a structured career advancement plan,
standardized templates, and provided mentoring. I spent time coaching
them and the result was a more efficient, confident team that produced
higher-quality work and improved retention.
Mentoring is not just about teaching but also empowering others to
succeed.
Behavioral / Culture Fit
13. Describe a time when you were under
pressure with multiple projects.
Can you walk me through a time you
supported commissioning or field execution
under pressure?
At Pembina and CNRL, I was and I am responsible for several projects at
the same time, all under tight deadlines. So I coordinate with my team
leader my priorities, to be aligned with the department goal.
The R&D team needed to test a new anti-scaling injection system. The
project was time-sensitive due to an upcoming pigging schedule.
I traveled to site, assessed the optimal tie-in location, coordinated closely
with construction teams, and supported live commissioning. I worked with
operations to minimize disruptions and addressed unexpected site issues
in real-time.
The system was commissioned on schedule, without safety incidents or
operational delays.
How do you handle shifting priorities?
At CNRL, while I was working on ESP conversions, a solvent issue
happened needing urgent focus. I paused low-risk tasks, updated
stakeholders, and revised plans and schedules. We restored solvent
injection under 3 weeks; then resumed ESPs projects.
I completed on time with results of 65% fluid uplift and 98% oil uplift.
This flexible prioritization helped me maintain credibility with both
leadership and field teams
14. What motivates you at work?
I’m motivated by solving problems in a way that makes a tangible impact
and I also enjoy collaborating with others.
I value company stability, leadership quality, and job security, which is why
I’m drawn to companies like TAQA that prioritize sustainability, safety, and
supporting their people.
15. What do you value most in a workplace or
leadership team?
I value clear direction, collaborative problem-solving, and a culture where
safety and integrity come first. I’ve worked in environments where
leadership empowered teams to innovate and improve processes, and
those were the most rewarding. For me, strong leadership means enabling
your team to deliver their best work while ensuring alignment with
organizational goals.
How is success measured for a Facilities Engineer in the first 6–12
months, and what types of projects would be my immediate
priorities?
How would you describe the leadership style and culture within
the Facilities Engineering team, and how does TAQA support
engineers in achieving long-term success here?
17. Is there anything else you’d like us to
know?
Yes — throughout my career, I’ve consistently delivered projects that
improved reliability, reduced costs, and enhanced safety. I believe my
combination of technical expertise, leadership, and business perspective
positions me well to contribute quickly to TAQA’s Facilities Engineering
team. I’m excited about the opportunity to be part of an organization that
shares my values of collaboration, sustainability, and excellence.