Provide direct ownership and accountability for all aspects of large-scale capital line item projects. Ensure engineering activities are executed consistent with all appropriate DOE orders and regulatory standards and requirements. This includes meeting Project Engineering design deliverables, ensuring the technical adequacy and completeness of designs, as well as, planning and supporting all related engineering priorities.

Delivered commercial management and project control consulting services in support of a Taiwanese EPC contractor responsible for the mechanical, electrical and process system design and construction of a new $12B semiconductor facility. Provided guidance to leadership in support of the project and for conformance to local regulatory requirements.

Led Project Execution teams during detailed development of project execution strategies and project cost and schedule proposal baselines, consistent with industry EPC portfolio management best practices. Both mega projects are aligned with global strategic environmental strategies.

Served as an executive management advisor providing strategic business direction for clients as their organizations were recovering from the impacts of the COVID pandemic. Provided strong focus on development of methodologies for proactive management of new and ongoing projects and company risks. Bob used the power of motivation as he provided consulting and training services to companies in all business sectors, anywhere on the globe, that are interested in improving their project management and business management processes. He provides consulting services to numerous Fortune 500 companies in a broad range of industries including process plant design and construction, software and network development, telecommunications, robotics, automotive, gaming and financial management.

Led the integration of business and strategic planning functions for five diverse operating organizations that were consolidated under one contract. Developed a unique company-wide planning proposal, premised on three distinctly different categories of work processes, including business development, operations, and business management. Led development of a new corporate level management control system, using system engineering techniques, to consolidate all necessary functions previously performed by five different contractors.

Led fifteen organizational units (325 staff) responsible for planning, acquiring, installing, operating, maintaining, and providing end user services for all company distributed and central computing operations and telecommunications. Responsible for site-wide network design, installation, and operation. Team building and negotiating skills were used to gain unanimous support of the first site-wide strategic plan for Information Systems supporting all six site contractors. Led a readiness review of Activity Based Costing implementation at the EG&G Mound operating facility, resulting in the successful reduction of all contractor operating expenses to competitive industry levels. Directed preparation of the company’s first quality action plan incorporating Malcolm Baldrige criteria. Led process re-engineering efforts that resulted in a multi-million dollar contract profit incentive award.

Managed all departmental services in the areas of Financial Planning, Scheduling, Five-Year Operational Planning, Records Management and Document Control, all departmental Administrative/Office Services and Facilities Coordination for activities assigned by the Department of Energy (DOE). Developed NQA-1 compliant Records Management, Document and Vendor Control programs, which were used as models by the DOE customer for other supporting organizations. Received "Outstanding" customer ratings and earned maximum contract award fee incentives. Designated by the General Manager as leader of the company Total Quality Program.

Led centralized power plant services (240 staff) supporting all Nuclear Departments in the areas of Facilities Maintenance, Contract Administration, Cost Engineering, Long Range Schedule Development and Strategic Planning, Records Management and Document Control, all site Administrative/Office Services. Directed these four diverse organizations to accomplish significant restart tasks in what was termed "the most successful restart in the industry" (NRC 1988). Improved contractor and internal budget control processes within the framework of the $200 million annual budget. Subsequent budget reductions over a two year period were greater than $50 million and did not inhibit the successful startup of the unit.