Jason A Cook

$20 billion global energy services company with over 40,000 employees representing 130 nationalities in 70+ countries.
Director, Manufacturing & Supply Chain, Drilling Fluids & Specialty Chemicals | 2020-Present
Promoted to helm Baroid and Multi-Chem supply operations. Full responsibility for $1.4 billion direct spend on raw materials and finished product procurement, 234 million pounds annual production, and $430 million in global inventory.

• $500 million market penetrated by leveraging domestic and international business relationships to pioneer complex manufacturing plant in Saudi Arabia.
• $2.2 million expense halted using Lean Five Principles to build a culture of continuous improvement.
• $1.2 million synergistic integration of two supply chains achieving lowest operating cost by guiding the process, aligning strategic sourcing activities, realizing new make-vs-buy opportunities, and mentoring key leaders.
• 11.5% FBOI growth, increased manufacturing plant cost absorption and market segment losses offset by redirecting efforts towards contract manufacturing.
• 2X boost in production capacity for improved economics reached by structuring a business case to gain approval for a major capital investment, monitoring the complex project, effecting mid-course correction, then staying within budget.

Director, Manufacturing & Supply Chain, Specialty Chemicals| 2018-2019
Advanced from strategy architect to leading combined supply chain and manufacturing operations. Integrated all components of Athlon acquisition in conjunction with construction of a grassroots manufacturing plant in Saudi Arabia.

• $11.5 million contract dispute resolved with unique bonus-malus incentives and dispute resolution framework, clearing the way to execute a highly complex, safe, on-time, and under-budget project.
• Effected $9.2 million run rate savings through full evaluation of capacity and business requirements providing leadership with necessary data to determine closure, sale, or integration of facilities.
• $4.9 million in synergies generated though full integration of acquired company. Developed and executed 12-month business plan covering 292 employees and all components of supply chain, and manufacturing.
• 11% drop in unit costs across plant operations attained by modernizing accounting processes, improving local visibility and accountability, correcting misallocations, and driving monthly forecast accuracy.

Chemical Director, Strategy, Global Business Lines | 2017-2018
Challenged to spearhead vertical integration program with the goals of capitalizing on chemical assets, building new capabilities where needed, and leveraging intellectual properties across business lines.

• $44 million annual cost savings identified by reverse engineering common products across four business lines, fused with approval to institute vertical integration strategy covering critical acquisition and greenfield construction components.
• Piloted strategy development, won board approval, and presided over external negotiations for EPC of first specialty oil field chemical manufacturing reaction plant in the Middle East.
• Built a formidable team in Saudi Arabia to superintend engineering, tendering, and day-to-day operations through all phases of major EPC project.
• 32% rise in revenues triggered by major acquisition of complementary company, gaining access to new markets and expanding manufacturing capabilities, by directing due diligence and collaborating with business line executive to prepare financial modeling, strategic planning, and conduct negotiations.

Director, Baroid, Global Supply Chain |2014 2017
Advanced to administer $1.1 billion spend for strategic sourcing and tactical supply chain functions of Drilling Fluids, Completion Fluids, and Surface Solutions business lines.

• Rescued $152.7 million, improved margins by leveraging industrial downturn to persuade suppliers to realign pricing with market conditions.
• Uncovered and redeployed idle inventory worth $35.4 million by effecting global demand planning and level-loading framework.
• 23% fall in personnel overhead accomplished by rebalancing global supply chain operations under a new organizational model.

Senior Supply Chain Manager | 2011-2014
Recruited to build and guide a global management team charged with improving cost of goods and global security.

• 16% elevation in on-contract spend across all categories captured alongside shrinking risk by linking commodity buys with indices and mirroring results in client agreements.
• Recipient of MVP award for transforming service quality resulting from overhaul of Category Management organization, correlated with recruiting and implementing employee development.
• Outperformed market in 91% of subcategories through rigorous should-cost modeling and disciplined market basket approach to Category Management.