Commercial Construction

Realty Investments & Construction

Real Estate Investments & Construction

General Manager: Industrial Services, U.S. Eastern Gulf Region — Hold full accountability for all business lines in U.S. Eastern Gulf Coast region. Manage $100+ million in annual revenue for regional startup. Lead multiple industrial services, including turnarounds, small capital/large capital services, and specialty boiler/heater/furnace services. • Staff Management: Provide management oversight for up to 1,500+ non-union employees in the U.S. Eastern Gulf Coast region. • Strategic Planning: Collaborate with executive management on developing annual revenue projections and budgets for U.S. markets and creating and executing growth strategies that have resulted in expansion of market share and recruitment of key talent with strong customer relationships. • Management Reporting: Provide detailed weekly reports for each outage, including cost to date vs. budget, actual manpower vs. budget, total additional work and its value, actual daily productivity, and safety statistics by site. Implemented new, one-page, site summary that detailed all critical areas. • Executive Leadership: Chair various improvement committees and serve on ABC Budget & Finance Committee, ABC Membership Growth and Development Committee, and ABC Events Committee. Secured new business, cut expenses, improved processes, managed multiple projects, and built solid customer relationships. • Business Development: Delivered $100+ million in new routine maintenance and turnaround contracts within eighteen months. • Cost Containment: Delivered over $750k in cost savings during last 12 months by analyzing and identifying opportunities to reduce operational and project costs, negotiating with vendors on alliance volume-discount pricing, and securing discounts on sales and use taxes as well as rebates on newly created jobs in states where services are performed.

Lead multiple industrial services, including turnarounds, daily maintenance, small capital/large capital services, and specialty boiler/heater/furnace services. • Staff Management: Provide management oversight for up to 7,500+ union and non-union employees in the U.S. and Canada; Canadian personnel represent various building and trade organizations, including the CLAC. • Strategic Planning: Collaborate with executive management on developing annual revenue projections and budgets for U.S. and Canadian markets and creating and executing growth strategies that have resulted in expansion of market share and recruitment of key talent with strong customer relationships. • Management Reporting: Provide detailed weekly reports for each outage, including cost to date vs. budget, actual manpower vs. budget, total additional work and its value, actual daily productivity, and safety statistics by site. Implemented new, one-page, site summary that detailed all critical areas. • Executive Leadership: Chair various improvement committees and serve on ABC Budget & Finance Committee, ABC Membership Growth and Development Committee, and ABC Events Committee. • Client Relations: Established and maintained long-term relationships at all levels at Suncor Energy, Petro Canada, Syncrude, Exxon Mobil, Chevron, BASF, Dupont, Placid Refining, Marathon Petroleum, BP, Kraton, Georgia Pacific, Kureha PGA, Total Petrochemicals, Rhodia-Solvay, IMTT, Huntsman, Rubicon, Trafigura, Westlake Chemical, and Georgia Gulf.

Lead multiple industrial services, including turnarounds, daily maintenance, small capital/large capital services, and specialty boiler/heater/furnace services. • Staff Management: Provide management oversight for up to 7,500+ union and non-union employees in the U.S. and Canada; Canadian personnel represent various building and trade organizations, including the CLAC. • Strategic Planning: Collaborate with executive management on developing annual revenue projections and budgets for U.S. and Canadian markets and creating and executing growth strategies that have resulted in expansion of market share and recruitment of key talent with strong customer relationships. • Management Reporting: Provide detailed weekly reports for each outage, including cost to date vs. budget, actual manpower vs. budget, total additional work and its value, actual daily productivity, and safety statistics by site. Implemented new, one-page, site summary that detailed all critical areas.Secured new business, cut expenses, improved processes, managed multiple projects, and built solid customer relationships. • Business Development: Delivered $185 million in new routine maintenance and turnaround contracts within two years, including Pascagoula Base Oils project at Chevron; utilized 50/50 sales compensation approach with development staff. • Cost Containment: Delivered over $1 million in cost savings during last 12 months by analyzing and identifying opportunities to reduce operational and project costs, negotiating with vendors on alliance volume-discount pricing, and securing discounts on sales and use taxes as well as rebates on newly created jobs in states where services are performed. • Turnaround Management: Successfully managed small and large turnarounds, including a high-risk outage at Suncor Energy in 2011 with a TIC of $55 million and a 28-day duration.

Turnaround Controls Manager — Recruited to replace sixth manager in two years; challenged with improving processes and providing data critical to senior executives’ decision-making process. Managed project controls functions for 30+ outages annually. Held full P&L accountability for $1+ billion in annual refinery outage spending. Managed staff of four. • Contractor Negotiations: Reduced costs more than $20 million annually by negotiating new small tools and consumables contracts. Developed and implemented process for analyzing and auditing individual contractor estimates.CHRISTOPHER NELSON PAGE TWOEXPERIENCE • Strategic Planning & Management Reporting: Worked closely with refinery management, executives, and strategic planning on setting ideal shutdown durations by developing outage schedules based on market conditions and feed stock availability. Provided detailed reports on each outage. • Performance & Project Management: Developed and directed KPI process for performance-based contracting as well as performance-management tools implemented throughout the organization, including SOFA (statement of final account) used to streamline estimating process, develop internal budgets, streamline cost control, control invoicing, report staffing quantities based on budget vs. actual, and control/estimate third-party/company rentals. • Process Improvement: Played critical role in developing Chevron Global Cost Tool now used across the organization; participated on transition team that incorporated all refinery software to Oracle Business intelligence model.

Operations Manager — Recruited for new position to provide turnaround and maintenance management for Marathon Petroleum contract. Hired and supervised 1,600 staff and trades people providing maintenance, piping, turnaround, repair, and capital improvements for four geographically disbursed Marathon refinery facilities. Held accountability for performance management, management reporting, contract negotiation, staff evaluation and development, and regulatory compliance. • P&L Management: Managed $180 million in Marathon maintenance contracts and $150 million in clean fuels project contracts; obtained average gross profit margin of 21% for Midwest maintenance contracts. • Turnaround Management: Handpicked to analyze and revamp St. Paul operations; identified and addressed staffing and morale issues, realigned staff, addressed union labor issues, reduced labor costs 62%, increased productivity 25% and profitability 14% in five months, built strong client relationships, and improved customer satisfaction. • New Business Development: Expanded footprint to include two additional facilities after two years of solid performance; doubled personnel at Kentucky location. • Continuous Improvement: Chaired continuous improvement team that ensured growth of each site; managed system that reduced obstacles in heavily entrenched union environment utilizing ProScan software.