Biff Bailey Email & Phone Number

Hired to deal effectively with manpower issues and engineering drawing problems regarding the $400 million turnaround of an Ethylene Unit (shut down and start-up activities) at DuPont in Orange, Texas. Focused on subcontract management, project scheduling and daily oversight, customer relationships, and walk-downs.* Instrumental in saving the customer $10 million, commissioning the unit on time, and avoiding any employee or workplace safety accidents

On-site Manager / Field Construction Activities….Interconnecting Piping Project connecting two refineries in Tulsa, OK about 4 miles apart. New equipment installation Coordination of meeting with other contractors on site to prepare work avenues. I am managing a team of Safety, QA/QC, and all construction disciplines in Tulsa Ok for the Holly Refinery.

Hired to oversee jobs in area such as investment recovery, tank erection and new business development in the Golden Triangle area worked close with the Chamber of Commerce and Business Men’s League.

In charge of all mechanical disciplines steel, equipment, and piping, civil and also subcontractors in Pittsburgh, PA at Reliant Energy. Also was involved in QA/QC testing and also turnover packages for the project.

Hired to plan, coordinate, and manage all aspects of new construction and turnaround projects for refinery and textile customers. Major activities involve project planning, milestone development, construction management, workforce safety, purchasing and engineering group collaboration, subcontract management, payroll oversight, and customer relationships. Manage projects involving 100 to 3,000 cross-disciplined employees. Lead a dedicated of safety, engineering, management, administrative, and quality assurance professionals. * Coordinated and managed a $12.5 million construction project that involved the installation of a sour water stripper for Valero. Memphis project involved 100 craftsmen and a 10-person administrative/management staff. Project was delivered on time, under budget, and accident free.* Supervised a 90-person team and a support team during a $10 million construction turnaround project for Valero. No employee accidents occurred during project.* Directed an $11 million project for Sinclair in Tulsa, Oklahoma. Supervised a 7-person team and 50 multi-disciplined construction professionals. Project was completed 14 days ahead of schedule, under budget, and without any safety incidents.

Managed a $1 million HVAC modification/upgrade project for Fort Jackson's military barracks. Delivered project on time, under budget, and accident free. Supervised the work of 2 subcontract companies.* Worked with colleagues to construct a new polymerization plant for Kosa in Salisbury, North Carolina. Managed 70 construction professionals, 3 subcontractors, and 7 administrative staff employees. Project was turned over to customer within budget guidelines.* Delivered a $330 million new construction project (film manufacturing plant) in Conyers, Georgia on time for customer, SKC. Supervised 400 craftsmen, 20 administrative professionals, and nearly 10 subcontract companies. Project was delivered to customer on time.* Planned and managed all aspects of a $7.5 million project that involved the installation of a pump house and a power house for Bridgestone 's Aiken, South Carolina location. Supervised 2 subcontractors, 30 construction professionals, and 4 office personnel. Accident-free project was finished on time and met the terms of agreement.* Led 120 professionals, 3 subcontractor companies, and 6 administrative staff involved in the construction of an extrusion tower with 26 sophisticated extruders. $14 million project was completed on time and within budget guidelines for Unifi.* Delivered a $6 million new construction project on time for Toto. Directed 3 subcontractors, 4 office staff and 40 craftsmen involved in a project in Atlanta, Georgia.* Directed 30 craftsmen, 3 subcontractors, and 2 administrative professionals during an $8 million project for DuPont (installation of a deep well elimination unit). Instrumental in project being finished on time and within budget.

Hired to direct the relocation of a $10 million polymer plant facility from New York to South Carolina. Managed 100 construction professionals, 3 subcontractors, and 10 administrative professionals. Planned, coordinated, and managed the disassembly of the plant, relocation of equipment to South Carolina, and the reassembling and commissioning of unit. Achieved project on time without any safety issues.

In charge of the installation of stationary and rotating equipment and the erection of structural steel for a polyethylene plant located in Venezuela.