Direct the cost team in budget, change management, cost control, earned value, forecasting, and risk management on the $2B Vogtle Unit 3/4 Services Agreement Project.

Direct a team that supports project management and project controls related systems such as General Ledger, Cost, Earn Value Management and others to report, control and monitor status of nuclear new build projects and Nuclear Integrated Services for existing domestic nuclear plants. Coordinated the migration of budgets and ITD costs from legacy CBI systems to Fluor (new Construction Manager) and Westinghouse systems for the twin unit Nuclear AP1000 projects in SC and GA.

Directed a team responsible for supporting project controls systems including Cost Management, Earned Value Management, General Ledger and reporting in support of building new power generation plants. Major initiatives included;• Functional requirements, testing and rollout of Power Business requirements to the CB&I Project Management Control System (PMCS) after the acquisition of Shaw/Stone & Webster by CB&I.• Data cleanup and migration of VC Summer nuclear project budget, change management, and earned value data from legacy Shaw systems to CB&I's PMCS including 7 weekly cycles of operating both legacy and new system in parallel for budget changes and construction progress.• Three months after completion and successful operation of PMCS, divestiture of Nuclear Business to Westinghouse required team to migrate all VC Summer project data back to legacy systems in 1 week.• Directed team to successfully stand up PMCS on 3 new combined cycle gas plant projects from August 2014-December 2015.Also key member in gap analysis and migration of processes and procedures from legacy Shaw to CB&I. Responsible for Nuclear and Power Code of Accounts and mapping of those to the CB&I Code of Accounts.

Responsible for defining, developing and maintaining Project Controls procedures, standards, and systems for the Power company. Developed the Nuclear Cost Work Breakdown Structure and Rules of Credit for the Earned Value Management System. Automated the estimate databases for the Price Certainty effort which estimated the cost of twin AP1000 nuclear power plants at multiple sites. Served as acting Cost Manager for first 4 months to help establish the Joint Project Management Office for AP1000 projects in China. Served as Earn Value lead on Vogtle U3 & 4 construction project for 10 months. Also served as the IT interface on multiple systems committees and earned value technical lead for the Power company.