Stellantis & Samsung EV Battery Plant, [City], Kokomo, IN (2023-2023) - Served as Contract Lead P6 Planner/Master Scheduler MEP. Developed WBS/Activity Description was broken down phase, building or area, area, floor level, discipline, system, pipe size, horizontal/vertical, and grid location. Smart activity ID were used to identify building, area, and level. 15,000+ activities and updated weekly for engineering, procurement, fabrication, construction, and our part for commissioning. Resources and hours were added for man-hour curves. Working with other trades assigning/projecting trigger mile-stone dates prior to our teams work which provide realistic man-hour curves and timeframes. Addition project and activity codes were implemented. Weekly review and updates were provided to the team with 25+ reports, including 15 critical paths, 3-week, 90 days, overall, gantt chart waterfalls, responsibilities break-out, delay schedule, material delivery schedule, and excel spread sheet with filter controls for every possible column in the schedule for visibility. Other aspects were; identifying activities corresponding to new documents, created a delay schedule, summary schedule, milestone schedule, phase completing schedule, system completion schedule, change order schedule, which were design for project management and superiors for over-all review. The EPC project had 10 phases with over 1 million sqft divided into 22 buildings/areas. Project Cost: $3.2 billion

ExxonMobil Project Renewable Diesel Plant, Bakersfield, CA (2022-2022) - Served as Lead P6 Planner/IMS/Commissioning/Scheduler. 1st 10 day established Mechanical Complete without all subcontractors aboard. Following weeks thru schedule modeling found critical paths, substantial completion with overlapping construction with pre-commission/commissioning activities without engineering being completed, and claims against owner who had with-held payment. CTCI sought financing, thus the reason for calculating completion dates. The schedule model had resources, hours, thresholds, cost, relationships, multiple critical paths, and duration based on current productivity rates for total of 16,000 plus activities. Accomplished defining the number of workers which can fit within multiple area to establish man power thresholds. Establish future claim items for management. Held meetings to implement model schedule structures and appearance within one primary schedule containing multiple subcontract schedules and development of check list for reviewing newly submitted contractor schedule, requesting reasons for date variance, checking activity durations, tabulation graphs SPI/CPI, and productivity thru the number of starts and finish activities during the period, also encompassed right ups plus 3-week lookaheads, and hourly resource curves. The EPC Renewable Diesel Plant was formerly abandoned refinery, nicknamed “Frankenstein”, that start in 2019 with rotated in & out GC/Engineering firms. Project required retrofitting new equipment, discovery work, and rebuilding of existing equipment which sat for decades. Project Cost: $450 Million