2029 Century Park East, Suite 1080

Walter Pesenti
Los Angeles, CA 90067 SENIOR VICE PRESIDENT
T +1 213-595-3566
wpesenti@nathaninc.com
NATHANINC.COM

OVERVIEW Walter Pesenti focuses on energy and oil and gas across all industry sectors, with a
particular focus on operational excellence, asset management, and capital projects that
sustainably drive bottom-line impact for clients.

Mr. Pesenti has worked extensively across the globe with downstream, chemicals, and
upstream companies assessing, developing, and implementing a plethora of business
transformations (including process re-design and SAP), which resulted in greatly
reducing risk exposure and savings, ranging from $50 million/year up to $1,400
million/year.

Mr. Pesenti has firsthand experience in management and budgetary responsibility for
projects to include capital projects, turnarounds, and operations and maintenance in
excess of $ 2,300 million. Prior to joining Nathan Associates, he spent more than 30 years
in downstream and petrochemicals with ExxonMobil, Shell, BP, and a Big Four
consulting firm, where he acquired deep industry knowledge, holding leadership
positions in capital projects, turnarounds, reliability, maintenance, operations, and
consulting.

EXPERIENCE OPERATIONAL EXCELLENCE

 ExxonMobil - Identified and developed a gap closure plan and supported
implementation for a $191 million operational opportunity at an oil refinery and
chemical complex in the U.S.

 ExxonMobil - Identified and developed a gap closure plan and supported

implementation for $12 million daily contractors’ labor management.

 ExxonMobil - Led the development and implementation of the plant of the future
model that identified global opportunities to meet reliability (98% availability) and
cost efficiency ($470 million) by 2020.

 BP - Led business separation for 2 fully integrated refineries and marketing assets in
the USA.

 Suncor - Led a transformation program of maintenance, reliability, capital projects,

and turnarounds at refineries and an upgrader (13 sites). It is estimated to improve
overall availability by 5%–7% and save $800–1,400 million/year.

 Suncor - Led the integration of the entire supply chain for 2 large companies.
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Walter Pesenti
SENIOR VICE PRESIDENT

 Petrobas and Braskem - Provided industry’s TAR Best Practices and supported its
implementation. Two clients in Latin America improved their Solomon Turnaround
Index from 4th and 3rd Qs to 3rd and 2nd Qs over three years.

 Ecopetrol - Led a major process and technology transformation for the entire value
chain, which will save $700–$1,100 million/year and will create flexible supply
reserve for the country.

CAPITAL PROJECTS
 ExxonMobil - Led the development of Capital Projects and Management of Change
processes transformation at the refineries and chemical plants. It reduced operational
and safety risks, and save $260–$300 million/year.

 PetroSa – Led the optimization of Capital Projects and Turnarounds for a Gas-to-
Liquids refinery and a gas platform. It greatly improved personal and process safety,
improved quality (consistent 1st time start-ups), optimized schedule up to 50% in
many cases and reduced cost by $ 65-75 million/year.

 Borealis – Led the optimization, development and implementation of standard

process for Capital Projects and Turnarounds initially for 3 European facilities and
then around the globe. It reduced schedule and save 80-100 million/year.

ASSET MANAGEMENT AND OPERATIONS

 BP - Implemented turnaround planning fundamentals and concentrated on
execution effectiveness, and improved site turnaround competiveness from middle
of third quarter to middle of first quarter—West Coast Solomon.

 Shell - Developed and implemented strategy (lean and waste practices) to improve
Turnarounds for the USA Gulf sites (refineries and chemical plants) performance by
50% cost and 50% duration in three years.

 Shell - Developed and implemented the Global Turnaround Assurance process,

which made turnarounds performance predictable and improved cost and duration
performance by 20% Total Installed Cost.

 Shell - Developed business case, and developed and implemented Smart

Manufacturing, which reduced the high-risk process safety incidents by 50% and
returned $650 million in five years.

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Walter Pesenti
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 Pemex - Identified $273 million/year in quick savings and $68 million/year with
capital investment for a refinery in Mexico. Developed and validated a five-year
implementation plan.

EDUCATION Pepperdine University, Malibu, CA

• Executive MBA 2000-2002
• B.S., Business Administration 1997-1999
University of California, Los Angeles, CA
• B.S., Industrial Engineering 1990-1994
INAPET (Petroleum Institute), Venezuela
• Petroleum Technician 1980-1982

PREVIOUS Berkeley Research Group 2015-2017

EMPLOYMENT Navigant Consulting 2014-2015
Accenture 2010-2014
BP 2009-2010
Shell Global Solutions 2006-2009
KBC Advanced Technologies 2005-2006
ExxonMobil Corporation 1987-2005

SELECTED Operational Excellence + Dynamic Capabilities = Sustainable Business Success,

PUBLICATIONS LinkedIn Pulse, October 14, 2016.

Cost Leadership = Balanced and Sustainable, LinkedIn Pulse, June 16, 2016.

Equipment Strategy to Achieve Reliability and Maintenance Excellence, LinkedIn

Pulse, April 8, 2016.

Plan and Objectives to Achieve Reliability and Maintenance Excellence, LinkedIn Pulse,
March 25, 2016.

Role of Leadership to Achieve Reliability and Maintenance Excellence, LinkedIn Pulse,

March 10, 2016.

How to Achieve Reliability and Maintenance Excellence, LinkedIn Pulse, March 2, 2016.

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Walter Pesenti
SENIOR VICE PRESIDENT

Turnaround/Shutdown Schedule Optimization during Planning and Execution,

LinkedIn Pulse, February 12, 2016.

Key Areas to Improve Turnaround/Shutdown Direct Labor Productivity, LinkedIn

Pulse, February 6, 2016.

Digital Themes That Will Remain Relevant in the Next Ten Years to Create the Plant of
the Future, LinkedIn Pulse, February 5, 2016.

Capital Projects Right the First Time = Operational Readiness Assurance, LinkedIn
Pulse, February 1, 2016.

Inaccuracies about What Operational Excellence Is…,” LinkedIn Pulse, January 29,
2016.

Get the Best Results from Turnaround/Shutdown Readiness Reviews, LinkedIn Pulse,
January 24, 2016.

The Secret of Translating a Good Turnaround/Shutdown Plan into Execution

Excellence = Contractor Partnership, LinkedIn Pulse, January 15, 2016.

Leadership Accountability, Procedures, and Readiness for Turnaround/Shutdown

Safety, LinkedIn Pulse, January 15, 2016.

Turnaround/Shutdown Cost Estimating and Tracking, LinkedIn Pulse, January 12,

2016.

Turnaround/Shutdown Quality: Second to Safety, LinkedIn Pulse, January 7, 2016.

Leading Practice for Turnaround/Shutdown Scope Development and Optimization,

LinkedIn Pulse, December 18, 2015.

Downstream and Petrochemical - Steps to Be Sustainably Competitive, LinkedIn Pulse,

December 15, 2015.

Turnaround/Shutdown Execution from the Leadership Perspective, LinkedIn Pulse,

December 11, 2015.

SPEAKING 16th Annual Shutdowns Turnarounds Super conference, December 5 - 6, 2017

ENGAGEMENTS
Operational Excellence in Refining and Petrochemicals, November 6-8, 2017

Mexico Energy Roundtable, February 28, 2017

Fleming Conference, September 14-15, 2016

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Walter Pesenti
SENIOR VICE PRESIDENT

EPC Contract and Risk Management Conference, January 13-15, 2016

PROFESSIONAL Pacific Council

AFFLIATI ONS

LANGU AGES Spanish, fluent

Italian, fluent

Portuguese, conversational

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