How did you come to work with DUS?
I started with DUS back in 2010. My wife and I had just moved to Alaska — we sold everything we had on the faith that I’d find steady work. I applied to about 30 places while working at Red Robin to make ends meet. DUS called about a kitchen helper job, but the recruiter told me I was overqualified—instead of turning me away, she suggested a head cook role. I didn’t feel ready to jump straight into leadership since I’d never worked on the Slope, so I took a cook position instead. It was a two-and-two rotation, which felt manageable with two young kids at home.
About a year and a half later, I moved into management and spent the next few years working across different camps as contracts changed. I primarily worked on the BP side, then had the opportunity to transition to the Conoco side as a facility manager. When those sites closed, the only opening for me and my alternate was in an HSE specialist role, and DUS trusted me because of my experience. When both project managers resigned, I stepped up to the challenge. Now I’ve been the project manager at Kuparuk for about three years, leading a team of about 160.
Did each career move feel like a natural progression, or were some steps a leap?
The nervousness never came from wondering if I could do the job — I knew I had the skills. But like anyone, I’ve dealt with impostor syndrome. My HSE role was comfortable, so I knew taking on the project manager role was a step up in responsibility. I already knew the operation inside and out, so it felt right for continuity. What made me nervous was handling the people side — with a camp this size, managing interpersonal dynamics is half the job.
Were there colleagues who encouraged you to step up?
Absolutely. Kim Sanderson and Corey Parent have always been huge advocates for me. They’ve pushed me when I needed it and helped me see my own potential, even when I doubted myself. There were plenty of times I thought I was just keeping my head above water, but they saw someone going above and beyond.
Over time, I’ve realized that four key traits make someone truly valuable in this industry: strong customer service, expertise in their field, a positive attitude, and leadership skills. If you can add administrative skills on top of that, you’re basically a unicorn for the company.
What support did you get when moving between roles?
There’s consistency across DUS — the core job is the same, regardless of the site, but each location has its own client and culture. Moving around gave me a ton of hands-on knowledge. DUS holds leadership meetings and shares tools, but a lot of it is taking the initiative to learn. I’d see what other managers used — Excel, PowerPoint, and menu design tools — and figure out where I needed to improve. It’s about identifying areas for improvement and bridging the gap.
What’s the most essential quality a leader should have?
Passion for your people. I once attended a conference that said, “Love your people.” You don’t hear that word at work often, but it’s true. If they’re under the DUS umbrella, they’re your people — until they’re doing something that truly goes against the company’s best interests. Our teams come from all walks of life. You can’t manage everyone the same way, but you can be fair and consistent. Leadership is primarily about teaching and equipping people with the tools to grow. Managing projects is 20% of my job — the other 80% is managing people.
What makes DUS different from other companies?
Many places talk about values, but don’t truly live them. Here, our top values are people and safety. If you do good work with good intentions, DUS will do everything it can to take care of you. I’ve been here almost 15 years. When contracts ended and the future was uncertain, DUS always found a way to keep me on. That people-first focus is real.
How do you lead by example when it comes to safety?
Safety can’t just be policy — you must believe in it. You must set the example. We do “management by walk around,” reinforcing safe practices, having conversations when things aren’t done safely, and celebrating when they are. I’ve worked in places where safety was discussed but not consistently practiced. Up here, it’s different. The goal is for everyone to go home just as healthy as when they arrived. It takes focus every day.
How has the rotational schedule impacted your family?
It was tough when the kids were little. My wife had family here, which was a great help. She stayed home for the first seven or eight years, so the kids were cared for while I was away. You miss holidays, but you learn to celebrate on your own timeline. Now that the kids are older, my wife is working too, and it’s easier to manage. I’d have a hard time going back to a 9-to-5 — those two weeks off let you plan and be present.
Can you share a time you had to overcome a big challenge?
A few years back, I got into some hot water with the VP at the time, Ian Parkinson. He visited the Slope, and I wasn’t as prepared as I should’ve been. We sat down with HR, and he basically said I might need to step back to a cook role. I told him I’d rather fail in my current role, knowing I gave it everything, than step backward. I doubled my efforts, pushed through, and it changed how I work — now I always ask, “Is this good enough, or can it be better?” That mindset shift still drives me.
What advice would you give someone just starting at DUS?
Be open to feedback, stay focused, and do the work. Bring a positive attitude, stay focused, and stick to your values. If you do that, you’ll get noticed — I’m proof of that.