Araceli Fernandez, P.Eng. Email and Phone Number

Applied structured problem-solving techniques, process changes, and risk management to increase productivity and reduce cost for clients. Worked in the construction, energy, mining, airline, and logistics industries throughout the US, Canada, Australia, Mexico, UK, and Europe.

• Metals, Turnaround (US): Turnaround EBIT at metals company (10 sites) with a negative profit, and reduced metals waste by 0.5% (one site) by defining and managing key operations and sales performance indicators.• Gold Mine, BI: Improved U/G development rate from 53 to 150m/day at Gold mine primary heading by conducting day-to-day short interval control on operations and mobile equipment and implementing frontline visuals mgmt. Project included assessing a new train technology for mucking and hauling and identifying the most optimal scenarios.• Oil Sands, Capital: Identified production drivers and mitigators of an Autonomous Hauling Vehicle that were at risk of falling below business plan expectations. Developed a capital-ranging model aligning internal and external subject matter experts on P10, P50, and P90 values for each driver.• Zinc Processing plant, Business Improvement: Improved accuracy of Zinc mill scales from 30%+ variance to under 7% by implementing maintenance and operations best practices and enhancing sensor, PI, and assay lab calculations. • O&G, Analytics: Identified Deepwater Exploration metrics that increased the quality of prospect decision-making, including building prescriptive analytics models capturing process, technical, and commercial data.

• Construction, Critical Path Reduction (UK): Reduced electrical contractor’s projected delay by 1-month at football stadium by eliminating 80% dependencies through improved KPI data and action management• Construction, Critical Path Reduction (Canada):Performed critical path reduction and risk management at mining site improving cycle development from 24 to 15 hours, setting a record for the contractor. Managed key stakeholders, ran coordination meetings, identified benchmarks, and setup a war room• Building Materials (US): Engaged operational, technical, and commercial teams to reduce client’s supply chain costs by $3.7M (11%) across 5 categories. Performed market research, secured suppliers, created RFQs, and supervised analytics team• Coal Terminal, Cost Reduction (US): Identified eight initiatives valued at $6.5m to reduce site costs, including a risk assessment and implementation plan for each idea• Building Construction, Project Management and Digital (Europe): Created a handbook for project managers at a commercial infrastructure project including site specific benchmarks to reduce slab construction by ~1 month. Coached personnel on transitioning to new digital tools for capturing, monitoring, and reporting metrics

• Smelters, Sustaining Capital (Europe): Developed a process and tool for prioritizing capital spend. The implementation created capex transparency across the firm and delivered $20M capex reduction and $200M NPV improvement.• Retail, Commercial Due Diligence: Sized the healthcare market and identified $40M+ annually in potential operations upside for a franchise resulting in acquisition for Private Equity• Airline, Commercial Sourcing (AUS): Identified, negotiated, and selected security suppliers resulting in $4m savings. Coached 40+ procurement stakeholders on new software system to improve alignment of initiatives• Airline, Salesforce effectiveness (AUS): Defined CRM and performance review processes for managing sales pipeline at airline and rolled out across 3 teams resulting in improved data quality, transparency and alignment across the business• Power Plant, Business Improvement (AUS): Defined solutions to nine business challenges affecting safety, cost, and availability at a power plant, including developing a forced outage process and accountabilities matrix.• Legal, Cost reduction (AUS): Identified over 30 ideas to improve efficiency and costs valued at $3m+ in savings for the legal department of a transportation and logistics company• Food Manufacturer, Business Improvement (UK): Developed a value driver tree for a sugar plant with multiple co-products and identified £5-£12M opportunity savings through reductions in delivery allowances, contractor spend, maintenance, and electricity delivery improvement.

Performed due diligence of Progresso soup supply chain in partnership with the Tauber Institute of Global Operations from the University of Michigan. Results were presented at Spotlight Competition.• Developed new tools for optimizing soup production which identified 20% decrease in inventory levels (valued at $35M in working capital) while maintaining acceptable service levels

One of two licensed engineers in the firm executing projects and building relationship with largest client.• Managed proposals and bids for over 70 oil & gas platform decommissions for an independent oil & gas corporation and streamlined permits. Achievements include securing contractors and permits allowing company to remove 3X more platforms than competitors• Trained new employees on nature of business and company software• Met with contractors to discuss expected performance and workflow approach, ensuring project alignment and reducing field complications

Engineered infrastructure for upstream projects.• Inspected, designed, and managed offshore platform repairs which prevented structural failure, improved personnel safety, minimized construction delays, and avoided government fines• Collaborated with 8 engineers in fast tracking new platform design, construction, and installation; reduced project execution by over 6 months

Under the multi-projects group division designed infrastructure for downstream projects. • Designed and analyzed steel structures, concrete foundations, and drainage for onshore refineries• Composed scopes of facilities and scopes of services, budget man-hour estimates, updated schedules and labor reports, and reports discussing recommendations for structures