Training Project Management staff to optimize their potential utilizing the Five Pillars of Project Execution to support development of their project Execution Plan. My book titled, "Planning For Success", outlines the pillars as well as covers all aspects of Project Management execution.

Manager Capital Projects for the Laurel Refinery

Oversee RDS Engineering obligations for total project execution and management of engineering and procurement including: project administration, schedule and budgetary performance, quality, safety, and technical detail. Responsible for ensuring good Client relationship through project execution excellence.

Responsibilities included all aspects of project management including project scope development, evaluating project viability, schedule preparation, establishing control estimates and budgets, managing engineering and design, and field construction management.

Facilitated Market/Competitor research by identifying market sectors for Downstream Business Unit (Refining/Petrochemicals/Chemicals). Responsibilities included Strategy Digest creation, Value Scenarios development, Executive Leadership Team presentations and approval, Strategic tenets advancement, and Financial Pro-forma develpment. Prepared implementation plan to modify Downstream Business portfolio aligning financial pro-forma with business unit financials. Scope included nine business units generating revenues in excess of $350MM/year.

Planned and executed strategic and functional integration activities. Functional integration initiatives are associated with the Operational side of day to day business. Strategic integration initiatives are classified as Value Creation – focused on the strategic goal of expanding markets, adding customers, and increasing both margins and revenues. Working with several teams, developed charters for respective strategic initiatives, organized leadership teams and facilitated implementation. Scope included integration of twelve subsidiaries, doubling the size of the current company, representing a $480MM transaction.

Manager of project execution group performing technology evaluation, engineering, procurement and field construction management. Developed turnkey project opportunities tailored to meet Owner project needs utilizing Willbros business units and independent consultants. Responsibilities included monthly Profit and Loss reporting/forecasting, sales development/client relations, contract administration, managing Project Controls and Procurement departments, and staffing. Projects ranged in size from $5MM to $340MM.

Directed project execution including technology study and recommendation, engineering, procurement and construction oversight. Responsible for all phases from project development to project start-up. Utilized third party engineering design groups and managed contracted construction resources. Exemplary projects include 10 MBPD grass roots MSCC, 55 MBPD FCCU Upgrade, 65 MBPD FCCU & Gas Con Expansion, and FCCU Reactor Replacement.

Department Manager charged with the administration and organization of the Vessel Engineering and Design, Heat Transfer Engineering, Mechanical Engineering and Technology groups. Responsible for procedure development, training, department budget, technical investigations, coordination and assignment of personnel to projects for these engineering groups. Staffing fluctuated from 35-120 people.

Valero formerly Premcor: Performed long-term strategic planning and implemented capital improvements for three refineries. Member of the refinery merger and acquisition team focusing on mechanical integrity and facility optimization analysis.

Competitively positioned the refinery by increasing the refinery’s bottom of the barrel conversion, concurrently reducing crude and feedstock costs

Owner representative in residence at engineering contractor, coordinating all phases of engineering and design with four engineering and construction firms.