Phillips 66

Melissa Scott is Director of Strategy Execution at Phillips 66. She brings more than 35 years of oil and gas experience, including over 25 years with the company. Her expertise is in leading strategic execution across complex capital initiatives and operations while championing safety, collaboration and community engagement through board service and industry leadership.

From Refinery Operations to Strategy Execution

My career began in technical services at a refinery, where I supported a residual oil hydrotreating unit. I later worked in process design and operations across several process units, including catalytic cracking, gasoline blending and alkylation using both HF and sulfuric acid technologies. I also served as a project engineer on major capital projects.

Those experiences have given me a unique background for my role in strategy execution. My responsibility is to serve as a liaison between the project organization and the business development organization, ensuring that growth projects aligned with our strategy are executed effectively. That means helping projects stay on budget and meet commercial deadlines so the expected EBITDA is realized.

The role draws on every stage of my career. I rely on my technical, operational and project experience to recognize when a project is beginning to drift off course and help guide it back on track while maintaining budget and schedule.

The Discipline Behind Execution

From a strategy execution perspective, the priority is ensuring the project scope is clearly defined and capable of delivering the expected economic value. I work closely with the project development group to establish the initial scope, cost estimate and schedule while collaborating with business development to evaluate new opportunities.

As business development develops the economic case, I review the scope and assumptions to ensure alignment. I also work with the project team to confirm that timelines are realistic based on scope, delivery lead times, permitting requirements and other constraints.

Success depends on clear communication, shared expectations and disciplined execution. If a project is delayed or exceeds its budget, the anticipated EBITDA will not be realized. Delivering projects on time and on budget is essential to achieving the projected returns and capturing the expected growth.

Coordinating Teams for Better Outcomes

My approach is to align stakeholders from the outset. I work from the top down to ensure everyone understands what needs to be accomplished. A key part of my role is developing funding packages and presenting projects to the decisionmakers responsible for approving investments.

Each presentation clearly outlines the commercial opportunity, project scope, cost and targeted in-service date, giving decision-makers the information they need to assess whether a project’s scope and economic merits justify growth funding.

Collaboration is essential throughout the process. I involve representatives from project management, operations, business development and commercial teams to ensure everyone is aligned. Bringing all stakeholders together reduces the risk of overlooking issues that may be critical to one group but less visible to others, leading to better-informed decisions and stronger project execution.

How Digital Transformation Is Reshaping Execution

Successful strategy execution begins with alignment around a clear, achievable goal and a strategy that considers the entire value chain. Understanding how the value chain operates and how each project fits within it helps ensure every initiative delivers the expected business value.

As AI capabilities continue to expand, organizations will be able to gather and analyze information much faster than in the past. This will provide greater insight into how projects align with strategic objectives while identifying potential risks earlier. With better visibility and more informed decision-making, organizations can improve ontime project delivery, meet in-service dates and realize the anticipated EBITDA.

Charting a Path to Strategic Leadership

From my experience in the industry, it is important to understand the value chain and where your role fits within it. Understanding what your company does, how it creates value, the markets it serves and the commodities it trades helps you see how your work contributes to the company’s success.

Early in your career, it is easy to focus on your immediate responsibilities without fully appreciating how the business operates. The sooner you understand the broader value chain, the sooner you can identify career opportunities and make more informed decisions about your professional growth. Many of the best opportunities are unplanned and emerge as your career evolves.

Networking is equally important. It helps others understand your career aspirations and the areas of the business that interest you most. Those connections can lead to opportunities that provide exposure to new parts of the business and challenge you to expand your skills.

Ultimately, career growth comes from combining a strong understanding of the value chain with an appreciation of how your work supports the company’s strategy. Sharing your goals through networking enables others to connect you with opportunities that align with your interests and help you progress into the roles where you can make the greatest impact.