Dan Chevalier Email & Phone Number

Prince George, British Columbia, Canada

Directing a diverse team of technical professionals to develop and successfully execute the refinery sustaining projects portfolio, deliver operational mechanical, electrical, and controls hardware engineering support, and provide process safety engineering governance and program delivery including for process hazard analysis and management of change

Fort St. John, Bc

Integrated and managed team of a risk management specialist, 3 advisors, process safety management (PSM) coordinator, and consultants. Sponsored, developed, and sustained Canadian Gathering and Processing business unit operational risk management and PSM processes, including oversight for process hazard analysis (PHA), management of change (MOC), and critical defeat, to deliver on projects and foster continuous improvement. • Sustained risk management momentum by resetting expectations, clarifying accountabilities, and refining processes to improve quality while reducing stakeholder burden. For a 1300 item risk register, achieved 10% reduction in ‘high’ risks over 6 months. • Integrated operational risk and PSM teams and directed collaboration to revise processes, resulting in a coordinated approach that facilitated PHA findings incorporation into the risk management framework.

Fort St. John

Developed and managed business unit governance assurance team to define and implement assurance processes, with focus on audit coordination and management of corrective and preventive actions. Oversaw implementation of business unit legal register, managing process and associated compliance tasks. • Sponsored implementation and sustainment of a Western Canadian legal register, managing process, enabling software, and associated compliance tasks • Developed and implemented a compliance verification activities (CVA) trending process to drive action on systemic issues arising from internal and regulator assurance activities.

Fort St. John, Bc

Guided a coordinated Operations regulatory strategy, including developing an effective interface between and liaising with Operations and business unit regulatory and compliance organizations. Spearheaded accurate and appropriate messaging and provision of information from Operations to regulators based on incorporating and vetting cross-functional stakeholder inputs. • Advised functional groups and liaised with National Energy Board (NEB) staff regarding audits, including propelling a successful response to an NEB Pipeline Patrol Audit that resulted in minimal findings. • Defined strategy and executed analysis for 5 years of audits, identified systemic issues, and determined recommendations to address a VP sponsored Elimination of Repeat Audit Findings initiative. • Managed initiative to address critical NEB Order, including overseeing deliverable commitments for 120 sub-projects and spearheading communication with the NEB. On-time submission of fit-for-purpose committed reports and deliverables resulted in cessation of new NEB requirements and notices of non-compliance (NNCs).

Fort St. John, Bc

Managed team including 8 managers and 40 full-time front-line employees, plus contract personnel; sponsored and advocated for facility engineering and operational risk management for all business unit gas processing and compression facilities. Directed development engineering management systems and work processes to assure safe, reliable, efficient and compliant operation of operating assets. • Developed an engineering model, based on organizational review and external benchmarking, enabling engineering organization mandate and resourcing; built and managed a leadership team, including developing an organization vision and strategy, and onboarded 7 managers over 1 year to fill organizational gaps. • Defined clear expectations for engineering organization, focused on performance goals and development plans to clarify member roles for stakeholders; drove strategies to assure process safety and reliability risks were understood, prioritized, and addressed. • Influenced organizational strategy via roles in turnaround steering, gas plant operation targets steering, capital program steering, crisis management, and regulatory incident management.

Fort St. John, Bc

Directly managed engineering team of 6 leaders and 10 front-line employees, with managerial accountability for an added 40 full-time employees plus contract personnel; sponsored field, process and reliability engineering related programs and practices, standards development, and support for all business unit gas processing and pipeline assets. Oversaw engineering engagement for capital program and business initiatives to assure Operations process safety, compliance, and life cycle reliability objectives were addressed and commercial objectives met. • Shaped strategy as key member of organizational internal review and external benchmarking, resulting in business unit adoption of a new organizational and accountabilities model; launched an engineering transformation to support a technically driven organization via co-lateral partnerships. • Sponsored asset capacity management process for all gas plants and sustained gas plant operating targets program across the business unit, improving plant reliability, optimization, and regulatory compliance. • Ensured facility and program risks were understood, communicated to appropriate management levels, prioritized, and mitigation plans implemented, by leading development of a technical risk watch; developed and enhanced the organization’s investigation competency through the creation of a root cause failure analysis (RCFA) standard, training curriculum, and RCFA leader role roster.

Fort St. John, Bc

Managed 10 full-time employees and consultant services, devised strategy for and built multi-discipline engineering team providing process and reliability engineering for all western Canadian process plants, including monitoring facility health, addressing regulatory and industry practice issues, leading incident investigations, and consulting on projects. • Spearheaded collaboration with Operations to manage risk via development of gas plant process monitoring and operating targets program; process plant operating metrics subsequently consistently exceeded targets. • Implemented strategy to develop, sustain, and use business unit engineering standards and tools, including a cross-functional team based specification review process and specification deviation procedure. • Led plant engineering team when incumbent manager exited shortly before major turnaround at a 720 mmscfd gas plant. Instituted processes that drove creation of 200+ engineering work packages to successfully meet planning deadlines. • Steered engagement with key chemical supplier to create an alliance covering all process plants, boosting technical performance metrics and resulting in 25% reduction in process chemical costs.

Chetwynd, Bc

Chetwynd, Bc

Bachelor Of Science (Bsc), Electrical Engineering

Leadership For Health And Safety

Fundamentals Of Structural Thinking Program

Managerial Leader Development

Leading A High-Performance Organization

Human Relations, Communications, And Leadership

Manager & Supervisor Due Diligence