Evaluate shutting down bottom five underperforming spreads (EOG 8, 84, 81, 27, 36) that are not hitting gross profit targets - give management 15 days to improve or facility goes offline

Provide original decommissioning plan details from September including hours of service forecasts and assumptions used to arrive at 150 pump reduction target to support waterfall chart comparison

Review heat map data with Edson and Lonnie to analyze tier two component failure rates forecasted in original September plan versus current actual data, then present findings to Tommy with capex mitigation strategy

Schedule recurring weekly meeting with Renee LeBas and cement operations team (Nick, Jason, Julio) starting next week to review equipment data, address ServiceMax integration issues, and define processes

Export blending percentage data from Looker showing pump utilization rates across locations

Implement policy to stop allowing crew members to drive leased vehicles home immediately to reduce excess mileage and protect remarketing value

Send vehicle data to buddy for quick market assessment on residual values at different mileage points (e.g., 90k miles vs 136k miles)

Evaluate option to return vehicles at 90,000 miles (around 2 years) instead of keeping them for full 3-year lease term to preserve remarketing value and avoid negative equity

Address systemic sales strategy problem - understand why pricing varies dramatically across regions (e.g., 7.2M vs underperforming spreads) and implement consistent margin requirements

Work with Edson to develop scenarios for frac eight fleet disposition - determine if equipment should be sent to northeast (pull decon pumps) or central (pull frac thirty six), and outline horsepower allocation strategy

Pull demand planner data (after calendar updates from Monday) first thing in the morning to assess current fleet positions across regions

Develop plan to cover Rosewood dual fuel fleet requirement on June ninth - coordinate with Ivan on equipment needs and potential return of diesel pumps after BKB completion

Review frac eight fleet composition and allocation details - coordinate tier four cats assignment (keep in northeast) and tier four Cummins DGB units (potential allocation to central)

Set HSE goal metric to MVIR point 6.0 for performance management system and publish organization-wide

Define financial goal for LDB maintenance savings at 10% reduction or 600k (target end of year maintenance spend of 5.4 million vs 6 million baseline)

Set LDB remarketing goal to increase by 47% or 4.4 million dollars (from 5 million to 9.4 million projected end of year value)

Create metric development and deployment goal under business process improvement and implementation category, including all operational metrics and dashboard initiatives

Address remarketing vehicle control issue - verify if sold truck is still in company possession or has transferred ownership, and determine liability exposure regarding unsecured telematics device

Generate bullet points from fleet movements meeting discussing frac eight scenarios, northeast/central pump allocation, and June ninth Rosewood fleet plan for follow-up with regional leaders

Verify with Jamie regarding Samsara device deactivation process - confirm zero incidents in current year and one incident in Q3 of previous year to ensure end-of-life vehicle procedures are properly documented

Coordinate with legal team (Kurt Gausman and Maggie Savoie) on Double Barrel service agreement regarding vehicle liability, logo coverage requirements (door magnets covering NextEra logos), and Samsara device deactivation procedures before field deliveries

Contact Manpreet in logistics to determine if third-party hauling MSA exists that indemnifies company, and explore using existing logistics partner or Mannheim auction facility (San Antonio location) for vehicle transport instead of Wheels subcontractors

Pull sample set of vehicles and analyze at what point they reach 100,000 miles during lease term; cross-reference with depreciation schedule and estimate resale values to determine optimal lease end point (36 months vs 100k miles vs 150k miles) by service line

Work with Man Ly to review remarketing value calculations in fleet program presentation - validate that $21,000 net proceeds assumption accounts for 20% residual depreciation still owed and adjust presentation to leadership if numbers are overstated

Review Man Ly's forecasting model when complete next week - build scenario showing vehicle selection with depreciated value vs resale value calculations to identify optimal lease termination timing and prevent negative equity losses

Function check the utilization dashboard/tool with additional data for several more days to ensure it doesn't break when processing larger datasets before deployment

Gain access to the operations workbook/scheduler that Nick, Julio, Jason, and the team maintain with planned jobs and forecasts to populate the utilization dashboard

Review and integrate the job scheduling workbook data from operations into the utilization dashboard, updating the tool weekly on Tuesdays/Wednesdays before management meetings with Tommy and Renee

Validate personnel-to-job ratios with operations teams - confirm that surface jobs require 4 people, intermediate jobs require 4-6 people, and production jobs require 4-6 people with a 4-person minimum crew including supervisor

Schedule in-person meeting with Nick Clark, Jason, Julio, and operations team next week to review utilization dashboard prototype and gather feedback on functionality

Explore building a second phase component that tracks individual supervisor, pump operator, and bulk truck driver availability by specific calendar dates to enable more granular resource allocation and constraint identification

Work with operations team to define how to input job timing data - clarify whether to use calendar dates alone or dates with hours allocated from gate-to-gate to account for multi-day crew deployments

Work with Ala to establish pump utilization benchmarks and performance targets (actual vs stretch goals) based on fleet data and field expectations before rolling out dashboard to regional managers

Investigate Frac 36 diesel spread performance - determine reasons for 36-44% utilization and identify whether equipment issues, operational constraints, or failures are causing underutilization

Work with regional operations teams to develop utilization improvement strategy - provide visibility into dashboard data and allow field teams to identify optimization opportunities without prescriptive direction

Develop strategy for converting tier two diesel pumps to tier two DGB using available retrofit kits from decommissioning activities - coordinate with operations to identify candidates and prioritize conversions for optimal gas substitution

Work with Maggie Savoie to establish heavy duty vehicle maintenance program with Holman - negotiate per-unit per-month pricing to provide fleet analytics and data visibility without requiring lease structure changes

Prepare comprehensive presentation on Wheels light duty vehicle program outcomes - highlight 23-32% savings per vehicle, fleet age reduction to 3 years, and demonstrate long-term net impact across 2023-2028 timeframe

Build out the Monday.com portfolio structure by converting remaining individual project boards into projects and adding them to the main portfolio for consolidated tracking and visibility

Document questions and observations that arise during portfolio implementation and configuration for discussion at next meeting with Speaker 1 (Ashley)

Clarify with sales leadership (Jonathan) that fleet shutdown decisions are final and must be communicated to prevent continued selling of spreads scheduled for decommissioning

Establish process to track vehicle days in service and accumulated mileage for Wheels leases starting with the 25 new trucks to identify utilization patterns and get ahead of remarketing impacts due to shared truck usage running higher mileage than 30,000 mile annual target

Develop partnership framework and metrics dashboard for PSL partnership meetings - work with Jamie to create story that shows maintenance costs, utilization data, and idle time analysis without overwhelming with details, tailored to different service lines and district managers

Schedule recurring weekly meeting with Jamie on Tuesdays from 10:00-11:00 AM to review maintenance issues, asset sales processes, and other LDB operational topics

Prepare list of questions for Wheels action register call including engine hours integration with Wheels platform, pass-through invoice uploads to Wheels for transparency on selling fees, condition report data analysis capabilities, and visual improvements to dashboard charts (color differentiation for light blue and dark blue charts)

Investigate Wheels maintenance data categorization issues - work with Wheels to fix incorrect categorization of items like air filters, cabin filters, wiper blades, and diagnostic fees that are being classified as engine repairs, impacting accurate maintenance spend reporting

Analyze individual truck utilization data to understand why some shared service trucks (like the truck received May 15 with 23,000 miles) are significantly exceeding the 30,000 annual mile target and determine if this is job-driven or indicates operational issues requiring correction

Develop updated vehicle replacement model and ordering parameters that account for shared truck usage patterns - adjust mileage forecasts to reflect that shared resources run all day every day versus owned trucks with individual drivers

Work with Derek and Matt to improve asset sale audit process - clarify expectations that physical audits should be full and comprehensive, validate audit tool capabilities for adding unknown/untagged assets, and improve collaboration between fixed assets team and field operations

Review Wheels maintenance compliance dashboard and engine hours data capture - verify accuracy of compliance metrics (currently showing 84% compliance with 1,080 vehicles in compliance) and determine if engine hours can be pulled from Samsara into Wheels for maintenance interval calculations

Analyze maintenance categorization issues across full year (not just engine repairs) - systematically review categorization accuracy for towing/road service and other repair types to ensure executive reporting accurately reflects actual spend categories

Evaluate opportunities to streamline asset sales process - explore whether Derek or Matt should handle preliminary audit and coordination tasks to free up Caleb's time for PSL partnership work and other higher-value projects beyond manual asset sale administration

Follow up with Paul at Wheels regarding engine hours data integration capability and ability to develop KPI metrics based on engine hours for maintenance interval calculations and preventative maintenance tracking

Follow up with Suri/data team to determine status of building pump contribution percent baseline dashboard in Looker and address data accessibility issues for dataset recreation

Schedule meeting with Man Ly and Kurt Gausman for next week to review pump contribution percentage data and discuss findings before presenting to finance and Renee

Get message figured out on power efficiency metrics and timeline - coordinate with Ian to explain pivot in approach and provide automated versus manual implementation timelines

Get message figured out on pump utilization metrics and timeline - coordinate with operations to explain new approach and implementation strategy

Schedule presentation of improved pump status dashboard with Renee and Zach Myers (without Ian present due to past concerns) when Man Ly completes updates

Schedule and conduct two-hour meeting with Nick (cement operations leader) and Renee LeBas to review cement utilization dashboard prototype, discuss business challenges, and align on path forward for performance planner integration - bring food and meet in Wolf Camp for whiteboard discussion

Identify and document the five to six key attributes that determine cement job planning requirements (job type, displacement rate, sacks of cement, redundancy requirements, horsepower needs) by working with Nick and operations team

Work with operations team to clean up ServiceMax equipment master data for cement pumps to establish proper foundation for planning model - leverage Kyle and Thomas who have built similar structure for frac side

Develop interim manual data provision process for cement planning while waiting for hub planner integration - potentially build mock planner similar to what Man Ly created for frac to allow forecasting and utilization visibility

Help educate cement operations team on story and terminology around horsepower-based planning, truck requirements, and displacement rates - shift conversation away from frac terminology and focus on cement-specific business drivers

Plan visit to Midland cement simulation yard with Nick to observe operations, see simulator in action, and build relationships with cement team members (Kenny, Julio, and others) for better understanding of actual cement business

Review and validate all updated light duty vehicle fleet program presentation numbers before presenting to leadership tomorrow at 3:00 PM

Consider moving light duty vehicle fleet program presentation to lunch time format to improve engagement and reduce audience questions by maintaining focus on content delivery

Build out equipment table for cement operations showing all pumps, e-skids, and their current status (online, warm stacked, offline) with location information (PA, North Dakota, West Texas, Oklahoma) to establish baseline inventory

Identify and document the two key personnel responsible for cement equipment operational status updates (one in PA, Kenny as second) and define their role in maintaining accurate status in ServiceMax work orders

Determine cement utilization dashboard strategy - decide between Excel-based dashboard approach versus UDM/hub planner integration approach based on feasibility, cost, and resource requirements

Talk to Renee about baselining expectations for cement utilization project scope - clarify current state, desired end state, resource requirements, and timeline for implementation

Schedule meeting tomorrow with Renee LeBas and Man Ly to discuss cement operations utilization project scope, define pipeline requirements, and align on strategic approach

Talk to Ben about EOS One capabilities for supporting manual Excel-based cement utilization dashboard - determine if Ben's team can help with manual data integration or if alternative approach needed

Put together preliminary thoughts on cement operations digital workflow pipeline - document current state workflows, identify gaps, and prepare recommendations for pipeline standardization similar to frac operations

Determine if cement operations can stream MDT data and establish correct start/end dates in FieldFX - assess whether cement fleet has capability and willingness to maintain accurate job scheduling data

Assess feasibility and cost implications of forcing cement operations to comply with UDM/hub planner integration versus supporting Excel-based approach - identify highest-level stakeholder buy-in requirements

Create preliminary list of questions and action items for cement operations utilization project based on workflow analysis and data issues identified

Meet with Sufian regarding potential AFE creation to build and track all San Angelo clearance costs separately from other expenses

Authorize field teams to make immediate disposition decisions (sell, scrap, or move) for any equipment not already accounted for at San Angelo and report decisions back to team

Follow up with insurance team (Ian and Austin) on liability coverage for vehicle transport, particularly addressing gray areas in processes and ensuring proper risk coverage during handoff and transport phases

Explore feasibility and pricing for Double Barrel to provide driver delivery and pickup service to New Mexico for one-for-one vehicle swaps at man camps, including return of used vehicles to San Angelo for reconditioning

Develop intake and outtake documentation process for vehicle handoffs showing FAM Sarah inventory tracking and Samsara device management; provide visibility into Double Barrel inventory for vehicle reassignment purposes

Share Samsara inventory spreadsheet with manual barcode scanning records (location, install date, VIN, gateway serial, camera serial) with relevant stakeholders to enable visibility into camera and device inventory status

Ensure Bambi (Samsara administrator based in Pennsylvania) attaches unit numbers to all installed devices as part of the installation process in Samsara system

Provide access to drilling Samsara dashboard to relevant team members; confirm if dual dashboards exist for Next Year and Drilling accounts

Coordinate RMA process for non-functional Samsara cameras (four identified units with serial numbers) - contact supplier to obtain warranty replacement units and arrange return of defective equipment

Mock up alternative vice mount designs using gussets or four-bolt configurations to increase structural integrity and address weld cracking issues observed in field

Circle back with lock manufacturer regarding solution for converting existing service body master locks to specialized one-key-per-truck system; provide timeline and options for current stock retrofit

Finalize SOPs and cost details for vehicle remarketing program; provide timeline for completion so sample set can begin if appropriate

Contact LED work light supplier to negotiate price reduction from $200 to approximately $160 per unit, highlighting custom harness development for Next Year and Patterson applications

Provide quote for standardized sticker/decal printing service including logo access to assess cost-benefit versus current third-party ordering arrangement

Make final decision on fleet shutdown strategy - determine whether to proceed with Frac 36 (30 pumps) and Frac 93 (29 pumps) scheduled exits in June, or substitute lower-performing fleets based on January-February profitability data

Request Ryan to provide forward-looking financial analysis by Monday calls showing current month, previous month minus two, and comparison to commercial model annualized GP for bottom performing fleets

Communicate fleet shutdown decisions to EOG and other affected customers - explain why unprofitable fleets must be eliminated and negotiate potential price increases or alternative arrangements

Establish quarterly presentation requirement to regions explaining pod fluid end expense management - clarify why expenses remain elevated despite good budget performance and set expectations for cost management

Have presentation meeting with leadership to review Patterson light duty vehicle fleet program historical performance, current status, and future forecast

Schedule follow-up meeting with Caleb Roberts for Thursday of next week to discuss presentation feedback and lessons learned before Tuesday meeting with other stakeholders

Contact Provin regarding C and G tanks and fire suppression systems at San Angelo - determine if Power Solutions wants to keep, sell, or scrap these items

Coordinate with Kyle and Colin regarding Shipwell billing codes for San Angelo asset movements - determine whether to use Cleveland or Frack General Frack Local codes and ensure proper cost tracking

Send directions to Kurt Gausman on how to create a Google Cloud Platform account to gain access to the Looker dashboard

Coordinate with Chris to verify Kurt Gausman's access to the local Looker environment and resolve any additional setup requirements

Add region-level aggregation capability to the dashboard to allow district managers to view overall regional performance and drill down to individual spreads

Work with NDT team to add constraint override tags to dashboard (first gear restrictions, RPM limits, power delivery constraints) to provide visibility into crew-imposed operational limitations

Coordinate with Chris to schedule training sessions on the Looker platform for internal engineers who will be using and maintaining the dashboard

Establish weekly dashboard update schedule (recommend Monday morning or Friday afternoon) to process 150GB of data and refresh final table in BigQuery for regional viewing

Investigate data streaming issues with Frac 32 and Frac 14 electrical pumps - determine why electrical power data is not being captured and coordinate with MBT team to resolve

Schedule meeting with legal team (Anne, Ian, and Austin) to clarify lease contract terms regarding negative equity liability, residual floor definition, fair market value calculations, and indemnification language - explain to Caleb Roberts and Kurt Gausman in detail

Schedule two separate meetings with remarketing team for deep dive on vehicle handling during sale/marketing process and address recurring notification issues with sold vehicles

Work with Wheels contract team to review and clarify liability language regarding vehicle custody during transport and remarketing process - verify if liability transfers to third-party transporters upon pickup or remains with Patterson, and add explicit contractual language if needed

Reach out to Jill and contracting team to review existing Wheels contract terms regarding liability for third-party transporters and vehicle handling during remarketing process

Perform full physical audit for upcoming yard asset sales (San Angelo, Pearsall, Midland, Williston, PA) - walk yards with preliminary lists from ServiceMax and district managers to identify all equipment including untagged/unregistered assets (radiators, skids, components) for comprehensive sale listings

Pull tier two fleet hours of service data by fleet (particularly Frac 36 and 93) to assess impact of 1500 additional operating hours and forecast component failures through H2

Review thermal events drop plan with Kayla and assess Permian tier two availability to potentially free up units for central or north allocation

Verify assets showing as "not on list" in tracker but appearing on sales sheet - provide double verification before final bid approval is submitted

Provide priority update on non-owned assets list as soon as possible - bids have already been received and approval process is ready to start

Prepare coverage check area at Cleaver facility for component staging - coordinate with team to wait until late this week or early next week before beginning component movements

Confirm final fleet movements for central region including frac six and frac thirty six assignments, and verify Rosewood dual fuel start date of June ninth with dual fuel equipment plan

Prepare for in-person meeting with Double Barrel on Tuesday to review remarketing process questions including SOP finalization, cost estimates for reconditioning, sample set specifications, and clarification on pickup and transport procedures

Monitor Cooper Fleet system weekly for drilling vehicle ETAs (PDC pump orders expected April delivery) and notify relevant stakeholders when upfit ETA dates appear so vehicles can be entered into Wheels system on appropriate timeline

Continue working on deeper dive into remarketing pass-through costs - cross-reference gross sale price, pass-through costs, and net proceeds from Wheels data to understand selling fee variations and build detailed analysis for leadership

Schedule meeting with Maggie Savoie on Thursday to review questions for Double Barrel meeting and prepare outline for discussion of truck remarketing process, SOP development, and sample set reconditioning specifications

Execute sample set remarketing program with Double Barrel - select 20-30 owned trucks cycling out this year and have Double Barrel perform reconditioning (factory wheel/tire swaps, cleaning, minor cosmetic repairs) to test pass-through costs and impact on resale value

Request field managers and crew to unbolt cracked vice mounts from service bodies for safety reasons and provide reports on whether cracks existed before or after deployment; consolidate VINs and bin numbers for tracking which production batches are affected

Gather field feedback on E-track usage across Next Year and drilling operations to determine if $550 upfit component should be permanently removed from future orders or retained

Work with Wheels to bring engine hours data into their maintenance platform and understand how to interpret and use engine hours alongside mileage for maintenance interval calculations; explore whether Ford vehicles can be configured to track maintenance intervals by engine hours instead of mileage

Update presentation slide backgrounds from dark to white for better visibility and readability of graphs and charts

Fix chart scaling issues - use secondary axis for cumulative capex avoided line to prevent visual distortion and improve graph clarity

Remove red cumulative capex avoided line from main graph to reduce visual complexity and improve readability; move capex avoidance numbers to presentation notes as talking points

Add three million dollars in vehicle purchase capex to 2023 acquisition cost line in graph to reflect actual capital expenditure for that year

Update net impact numbers for 2023 through 2028 forecast to reflect corrected maintenance and acquisition cost calculations

Update maintenance cost delta calculations and notes between 2023-2024 and 2024-2025 periods to reflect actual changes

Fix negative values appearing on chart scale for capex avoidance graph

Prepare San Angelo asset sale bid results email with split allocation between Equipment Pros and Machinery Auctioneer with final revenue projections for management approval

Pull fleet ownership and movement data for 2024-2025 showing how many vehicles were sold versus brought in to support presentation narrative on fleet transition

Share consolidated San Angelo asset sale spreadsheet with all team members on SharePoint for live updates and tracking of asset disposition (for sale, scrap, or move)

Confirm title status for pending assets (4 trailers, 1 hydration unit, 8 tractors) by end of day and mark for scrap if titles cannot be obtained due to time constraints

Add front parking lot asset list to spreadsheet and run title check on all equipment - mark as scrap if not on active title log due to time constraints

Arrange for tank testing before scrapping C and G tanks and fire suppression systems due to previous incident with pressurized tanks - coordinate with appropriate contractor

Create and send consolidated email thread to all team members (including Joe Martinez) for San Angelo project coordination and status updates

Continue providing weekly updates to Caleb Roberts every Tuesday with forecasted job information (customer, rig, service type, job timing) so the utilization dashboard can be updated before Wednesday management meetings

Determine field requirements and usage for vice mounts on drilling service bodies and decide whether to keep, modify, or remove from standard upfit configuration

Set up badge access with Vicky and begin learning asset management and disposal approval process as transition from outgoing team member

Review Claude AI output on F-series truck resale value models (F150-F350) with annual mileage data to validate data accuracy and adjust numbers for more realistic projections based on company's actual vehicle performance

Explore opportunities to develop advanced labor and equipment optimization features using live operational data and AI to improve cement operations scheduling and resource utilization efficiency

Request meeting notes from Cooper Fleet weekly production meetings (Tuesdays) to understand discussion topics, outcomes, and any concerns that may require intervention

Investigate field requirements for vice mounts on service bodies including desired working height, necessary vise size, and frequency of actual use to inform redesign specifications

Gain access to the Looker dashboard by creating a Google Cloud Platform account and test access tomorrow

Take screenshots of the current Looker dashboard version and create a PowerPoint presentation comparing initial Mercury version with current Looker implementation to present to Ian and Renee

Follow up with Ian and Renee regarding dashboard presentation - determine whether to communicate via email update or schedule meeting to review the new Looker-based pump utilization dashboard

Request Ala to attend any dashboard presentation meeting with Ian and Renee to provide technical support and answer questions about dashboard functionality and data methodology

Request access to the overarching asset management workspace in Monday.com to enable viewing of updates and changes made by Caleb Roberts

Focus on power efficiency metrics development while Man Ly pulls pump contribution percentage data; coordinate on schedule for when to work together

Pull lease contract language and send to Caleb Roberts and Kurt Gausman regarding negative equity protections, residual floor calculations, and fair market value determination methodology

Forward Wheels remarketing call details (1:00 PM) to Caleb Roberts and Kurt Gausman; ensure they are included on call with Patrick O'Connor and Owen McCarthy to discuss remarketing process and third-party vetting procedures

Request Brian Hilburn (Alterra) share detailed remarketing data file including mileage, vehicle conditions, and net proceeds to serve as baseline for calculating realistic projected remarketing values using company's depreciation schedule

Clarify with Brenda at Wheels regarding remarketing fees, how net proceeds are credited/paid, and what happens with remarketing proceeds - add to legal discussion items

Sit down with Kurt Gausman to review and explain remarketing value calculations methodology - provide baseline data from Alterra when received to support projections and adjust assumptions as needed

Take liability clarification issue back to Patterson legal counsel - confirm whether liability for third-party transporters remains with Patterson or transfers to Wheels upon pickup, and schedule follow-up call with Aaron and Ian if discrepancy persists to add explicit contractual language

Coordinate with Holman to develop heavy duty fleet management program proposal - request pricing for maintenance analytics and network management without requiring operating lease structure

Contact data team or find alternative method to pull Herman data - current system unable to query database correctly, may need to use API or have data team run query in background

Ask Derek about Samsara API implementation and what he did in the past with it

Obtain monthly data breakdown instead of just snapshot data to enable better forecasting and trend analysis for vehicle utilization

Separate vehicle data between pool and assigned units to show utilization differences by vehicle assignment type

Explore using Looker to create interactive dashboard allowing filtering by service line (wireliner, pumping, frac, power solution) for better data visualization

Work with Nathan on predicting array analysis for vehicle trafficking and active percentage of fleet utilization

Explore current data structure to separate assigned versus pool vehicles before contacting HR; check how assignments are recorded in Wheels system

Prepare data and highlight interesting/concerning findings from vehicle utilization analysis for PSL partnership meetings

Integrate monthly mileage data visualization into dashboard and make simple enough for Jordan and Jamie to make decisions on vehicle utilization changes

Calculate total financial impact of mileage overruns - determine net program cost/benefit and potential savings from adding pool vehicles or early vehicle returns

Coordinate with Chris to determine timeline for when the Looker platform will be ready for organization-wide use by all teams

Pull pump contribution percentage year-to-date dataset for 2026 including revenue contribution estimation to review actual data structure and format

Bring utilization calculation methodology to data science team offline to review approach and ask for feedback on calculation method; include Kurt Gausman in discussions

Work with Jordan Davis on LDB vehicle utilization analysis - request account access and conduct planning to identify opportunities for cost savings and increased utilization

Complete pump down forecast dashboard breakdown by district and prepare cementing forecast before presenting to cementing team

Be prepared to recreate mock planner approach used for frac for cement operations team - wait for initial Nick meeting completion before becoming involved in detailed planning work

Pull complete list of cement equipment currently visible in ServiceMax (33 pumps PA/North Dakota, 24 pumps West Texas/Oklahoma, e-skids) and compile with equipment status to prepare for meeting with cement team

Investigate FieldFX data entry and ticket creation process for cement jobs - determine who is responsible for creating quotes/tickets (commercial team, sales, Jason, or Nick) and ensure data flows correctly to UDM

Research and document the data flow pipeline from FieldFX quote creation through UDM database to hub planner and downstream systems - identify delays and discrepancies in cement job scheduling dates

Clarify cement hub planner accuracy issues - determine if planner dates are being manually maintained in Excel without synchronization to hub planner and establish process to ensure data consistency

Review Caleb Roberts' cement workflow pipeline analysis and work together to run through comparisons with existing frac workflow to identify standardization opportunities

Create properly formatted cement data structure for Looker dashboard - ensure data is in tidy format (not Excel report format) with rows for individual units/days instead of summarized/merged cells and notes

Prepare to coordinate with data science team and help review Looker dashboards - learn Looker platform and assist with cement utilization dashboard development if time permits

Prepare list of questions for cement team meeting regarding ServiceMax status definitions, data accuracy, and operational requirements before scheduling session

Conduct yard walkthrough tomorrow with Matt and Reese to verify asset locations, apply stickers according to disposition list, and identify any unlisted equipment requiring disposition decisions

Assist Manpreet with yard walkthrough tomorrow and help execute asset movement and labeling according to final disposition list

Provide job scheduling data and personnel/equipment utilization parameters from the north region operations to Caleb Roberts for integration into the utilization dashboard

Provide Caleb Roberts with access to the operations scheduling workbook/planner that the field teams maintain, which shows forecasted jobs 30-90 days out with customer, rig name, service type, and other job details

Bring up vehicle transport issue (multiple state transport, lack of grounding at auction) with Wheels' auction partners during next scorecard call and investigate why vehicle was transported more than once instead of being grounded immediately upon pickup

Work with Brenda Davis and legal team (Aaron) to explore possibility of providing itemized pass-through cost breakdowns to Patterson by vehicle to improve transparency, subject to legal and contractual constraints

Investigate vehicle asset ID 3516004 transport issue - review transport records and call sheets to determine why vehicle was driven across multiple states (Texas, Arkansas, Indiana, Missouri, Illinois, Kentucky) during remarketing process instead of being transported directly to auction, and provide details back to Maggie Savoie and team

Print and apply "For Sale Do Not Move" stickers to assets on Jordan Davis's list to prevent accidental movement and ensure accurate tracking during yard cleanup

Review and provide feedback on goal-setting structure and Monday.com implementation for performance management system - Caleb Roberts specifically requested her input based on her experience with similar systems at Halliburton

Develop forward-looking failure prediction model for remainder of year starting from Q2 - remove Q4 prior year data from baseline and adjust pump decommissioning plan based on actual versus predicted component failures

Work with operations teams to clarify DGB fleet allocation strategy and tier four/tier two substitution opportunities - incorporate adder analysis from Jonathan's team to optimize fleet mix and pricing

Schedule comprehensive pump-down operations analysis and integration planning - work with Edson and data teams to establish visibility into pump-down metrics and efficiency data comparable to frac side operations

Participate in first meeting with Nick to help guide conversation about cement utilization dashboard, set expectations for partnership approach, and support Nick in becoming confident lead for subsequent team meetings

Plan Midland trip to visit cement simulation yard with Caleb Roberts and support relationship building with cement operations team members

Confirm decision on standardizing cell phone mount type across all service bodies (RAM mount preferred by Next Year) versus maintaining multiple mount options

Send Excel spreadsheet with decommissioning plan data and waterfall chart framework to Caleb Roberts and Edson Mohica for feedback and refinement before presentation

Create waterfall chart showing fleet decommissioning plan - convert current graph to show transition from 27 active fleets to 23 fleets at end of year, with pump count equivalencies and fleet-specific drops (Frac 36, 93, and others) to present to Tommy

Schedule meeting with Tommy for Friday afternoon (after Caleb's 10-11am LDB presentation) at noon to present fleet decommissioning waterfall chart, hours analysis, and capex mitigation strategy with slide deck

Communicate with Ben and regional operations regarding pump fleet decommissioning strategy - confirm which fleets should be pulled (Frac 36, Frac 93, or alternative low-performing fleets) and ensure they understand the requirement to demonstrate profitability or face shutdown

Work with Ivan on fleet movements and pump allocation strategy for Q2-Q3 - coordinate 60 pump decommissioning target and determine optimal fleet shutdown sequence to maximize profitability

Continue monitoring component failure rates and decommissioning progress - track actual failures versus model predictions across diesel engines, transmissions, and power units to validate forecast accuracy

Coordinate with Kerr regarding expendable pod usage and performance tracking - monitor whether pods can be extended beyond 2000 hours threshold and manage budget for fluid end replacements

Work with Renee LeBas to understand background concerns and frustration from leadership regarding fleet decommissioning execution and messaging to clarify alignment with operations and asset management teams