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 at CNRL. 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 would like
to share that I’m excited to bring my technical, business and people skills
to TAQA.

2. Why do you want to work at TAQA?

What drawns me to TAQA is its reputation for technical excellence,
teamwork, community involvement 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 for 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 so I
was tasked to collaborate with Sub-surface and E&IC teams to evaluate
new technologies.
Once the decision was made, I led the project to implement NIR being in
charge for the engineering work, so I engaged vendors, facilitated PHA and
coordinated with Production and Operations teams.
The result reduced manual sampling by almost 95%, saving $600K
annually per pad. Additionally, this project was approved to go Commercial
so every pad that uses solvent injection will be saving at least $600K a
year.
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.
Some well pads, the oil production was limited by steam injection. So at
CNRL my first assignment was to lead a project that included the
reactivation of a decommissioned steam line and tie-in into an active
steam line. That project required that I engage with multiple stakeholders,
Operations, Integrity / Assets Management, Production, and Construction
to ensure compliance and safety execution.
It was completed on time, but it was about 60% overbudget, however
management viewed it as a success because improved operations
flexibility.
While I was doing the planning stage my team identified potential risk and
we documented the potential impacts, such a manpower availability,
valves that required services or change, delays in approval. And I kept
informed the management team about the increasing cost at our meetings
and then circulated the meeting minutes with their approval, so when the
SVPs asked why the projects was 60% overbudget I just presented the
documentation with the risks and the approval decisions. No further
question were asked and I was praised for the good job.

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, also I facilitate PHAs to identify and address potential
misses or risks before execution. But most important is that I always
consult SME when unsure.
For example, at Pembina the SRU and TOU was installed with SS specs for
internal pipes but they install CS for nuts & bolts, while doing the final
PSSR with my colleague we found that and 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, and with the Carbon Tax going
to be approved that become a high visibility concerns for management
team, so I took the initiative to 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. The end result was a reduction in 12% of fuel gas
consumption.

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 wasn’t a career path and junior engineers & technologist
needed support. So I introduced a structured career advancement plan,
standardized templates for performances reviews, 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?
Most of my career I am responsible for several projects at the same time
with competing deadlines and resources. 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.