Project Manager Company

Summary of Qualifications

Strategic Planning Treasury & Cash flow Mgmt. Mergers & Acquisitions (M&A)

GAAP, FASB, IFRS Financial Modeling & Forecasting Turnarounds

SEC Filings & Reporting ERP Implementations Public & Private Placements

Investor Relations Metrics & Benchmarking S-1 & IPO Filing

Budget & Profit Management Risk Management Sarbanes-Oxley (SOX)

Professional Experience

CONSULTING, Dallas, Texas 2009 - Present

Provide executive level experience for both private and public E&P companies in maintaining strict SEC and GAAP compliance, strategic planning, financial modeling and forecasting while maximizing profit.

CFO/Controller (2011 – 2012)/Cano Petroleum

Provided quarterly/annual SEC reporting financials and MD&A, SOX documentation and testing, financial reporting, variance analysis and budgeting for a publicly traded E&P company with assets in the Oklahoma and Texas areas.

Responsible for overseeing revenue and jib process (production and LOE Accruals), interest entries, derivative calculations and bookings, LOS reporting, account reconciliations, impairment, accretion, ARO and SMOG entries.

Led effort to cut costs and maximize the drilling expertise in the field to increase production and 3P reserves to increase profits.

Executive Consultant/Project Manager (2011)/ Yates Petroleum

PMO project leader on company wide GAP analysis project to get the company ready for potential IPO, Sox controls and SEC reporting.

Working with Deloitte auditors to provide the independence needed to shore up the financials and ensuring that we have the policies and procedures implemented going forward.

Led the audit process for one of the company entities to ensure that all audit requests were handled timely and accurately. Decreased the amount of hours needed by Deloitte auditors by 20%.

Executive Project Manager (2010-2011) Encana Oil and Gas

Led ERP implementation project (Quorum) on the non operated and operated properties for a fortune 100 E&P oil and gas company.

Provided expertise on revenue and production accounting, Division order, land, general ledger and financial reporting to ensure proper accounting and public reporting requirements.

Created and led training sessions with the users of the new ERP system over a period of three months.

Chief Financial Officer (CFO) (2009-2010)/ Williams Pipeline Company

Implemented new ERP Software costing system which increased efficiency and data flow in every department in the company.

Created new process for recognizing revenue by using “percentage of completion” (SOP 81-1) to comply with GAAP.

Overhauled and professionalized the entire internal and external financial reporting and control process; developed internal processes for accurate billing, budgeting, forecasting, job costing, cash flow management and payroll.

Substantially improved accounting activities through the careful monitoring of A/P and A/R. Streamlined reporting and collections of outstanding receivables, resulting in collection periods that never exceeded 50 days.

Led effort to verify prior year tax returns for accuracy and found tax depreciation errors as well as fixed asset misclassifications which resulted in a $1.5MM favorable adjustment.

Jayson Potts

M: 972-***-****

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PETRON RESOURCES, LP, Frisco, Texas 2006 - 2009

Start up oil and natural gas exploration and production Company with domestic and international operations.

Chief Financial Officer (CFO)

Started the Finance, Accounting, HR and IT departments from the ground up; managed two direct reports and 10 employees.

Developed relationships with banks, private equity and mezzanine lenders all over the United States; placed $1.5MM in the form of lines of credit to help establish operations in Kansas and Missouri.

Authored business and strategic plan used to attract and raise $210MM from private funding sources both domestically and internationally.

Managed all financial reporting, accounting and treasury functions, including oversight of A/R & A/P, payroll, taxes, risk management, insurance, as well as tax and audit consultants. Responsible for GAAP, IFRS and FASB oversight and SOX documentation and implementation.

Decreased deficits by $1.2MM through expense and salary reductions, annual maintenance fees and consulting fees.

CONTINENTAL RESOURCES, INC., Enid, Oklahoma 2004 - 2006

Independent oil and gas exploration and Production Company taking advantage of unconventional oil and natural gas shale plays in the Rocky Mountain and Mid Continent regions; $575MM in annual Revenues.

Vice President of Finance

Directed the filing of all SEC reports (10K, 10Q, 8K) and led each quarterly conference call with investors while ensuring strict compliance with SEC and GAAP regulations; presented results to the board of directors.

Facilitated the “first ever” strategic plan and detailed capital program which helped streamline business and increase revenues over $75MM.

Provided transaction leadership by restructuring multiple debt tranches which saved the company $4MM in interest.

Led effort to sell the CEO’s service companies (Hamm and Phillips) for 4.5 times EBITDA which is 1 multiple greater than the average service company at the time; the total payout was $80MM.

Successfully completed S-1 registration (IPO) within 2-month deadline; led team which completed MD&A, financial section and also helped develop the “road show” packages.

Directed SOX compliance and resolved insurance issues; facilitated a $200K consulting fee savings by spearheading SOX initiative and saved $300K by moving company insurance to a new vendor and plan.

DUKE ENERGY FIELD SERVICES, Tulsa, Oklahoma 1999 - 2004

Natural gas gathering and processing Company; largest producer of Natural gas liquids in North America, $3.2B in annual revenues.

Interim Director & Manager of Commercial Operations

Subject matter expert in the area of regulatory issues with a thorough understanding of the Federal Energy Regulatory Commission (FERC) statutes and guidelines.

Instrumental in the due diligence, acquisition and integration of the $1.2B Phillips Midstream Division in 2001 which increased revenues by 45%.

Reduced the closing cycle from 20+ days to 10, implementing process controls for A/P, A/R, and G/L using metrics and KPI’s to ensure accuracy, consistency and quality of financial reporting saving $500K per month.

Created $1.5MM in additional revenue through the development of an automated daily drilling report that was disseminated to customers for a fee.

Increased sales invoice accuracy to 99% as Project Lead for a company-wide initiative to verify volumes with the each pipeline by the 1st workday and receive accurate pricing by marketing before the 2nd workday.

Education

Master of Business Administration - Accounting

UNIVERSITY OF PHOENIX, Dallas, TX

Bachelor of Science & Administration - Finance

UNIVERSITY OF TULSA, TULSA, OK

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