SNC-Lavalin Chicago Bridge & Iron. S&B Engineers & Constructors, Ltd.Brown & Root, Inc.

Upon expiration of assignment as Senior Site Manager at INVISTA in Orange, Texas, transferred to home office Project Management staff position for the development of projects from initiation through detailed design, procurement and construction management. Responsibilities include preparation of proposals for competitively bid projects followed by execution of awarded projects including front end loading, detailed design, procurement, and construction management. Additional duties include development and writing of corporate Project procedures for Company’s Integrated Management System (IMS).

Senior Site Manager responsible for all operations at INVISTA-Orange. Development of projects from initiation through detailed design, procurement, and construction management. Management of multiple projects concurrently with Site Team in coordination with Home Office Team located in Houston, Texas office facilities. Projects included FEL development, detailed design, procurement, and construction management of projects for mechanical upgrades, equipment replacements, piping additions and modifications, boiler upgrade / replacement, major flare system replacement and installation, LOPA (Layers of Protection Analysis) Studies on multiple units, Safety Instrumented Layers (SIL) Verification and GAP Closure Recommendation Studies, and other plant improvements and enhancements. Upon expiration of alliance service agreement, transferred to home office Project Management staff position.

Principal in company providing consulting services to regional contractors in the project services functions to regional EPC contractors. Areas of support included Estimating, Procurement, Materials Management, Subcontract Management and Administration, Quality Assurance / Quality Control, proposal preparation and contract negotiations, and overall Project and Construction Management.

Responsible for the development and implementation of materials management process for the global operations of a $7Bn per year EPC company. Responsibilities included managerial and administrative duties for worldwide operations centers in the USA, United Kingdom, Dubai, Central and South America, The Hague, Singapore, and Australia with projects located in all quadrants of the world. Duties and accomplishments included:• Implementation of an automated materials management software in a structured manner which assured the integrity of the materials management process for projects ranging from $10 million to $3 billion total installed cost value. Implementation of this process resulted in a documented increase in labor productivity of six (6%) to ten (10%) percent in the various crafts and disciplines along with a verified reduction in bulk materials surplus from a historical value of eight (8%) to a verified value of two (2%) percent.• Recruited and trained materials management staffs in 12 operations centers around the world totaling approximately 160 full time staff employees.• Developed and implemented corporate procedures governing the materials management process.• Managed a corporate departmental overhead budget in excess of $8 million.

Responsible for all project support functions including Estimating, Procurement, Subcontract Management and Administration, Materials Management, Field Warehousing, Field and Source Quality Assurance/Quality Control, Project Controls, and Proposal Preparation for the Beaumont Operations Center of CB&I. • Implemented structured processes for all support functions in local operations office following acquisition by CB&I of local EPC company which lacked such structured and controlled processes. • Developed, reviewed, negotiated, and approved all commercial offerings and bid submittals.• Participated with Legal in the review and negotiation of contractual agreements.• Developed and implemented a standardized format for presentation of project estimates to facilitate management reviews.• Implemented corporate procurement strategies into local procurement operations resulting in improvement in results of procedural audits and control, including identification and development of Approved Vendors Lists satisfying corporate requirements for financial stability and performance thereby providing proven sources of supply for crucial strategic commodities and services.• Reviewed and approved all major subcontracts. • Implemented planning, scheduling, and cost controls on a project basis resulting in the ability to provide senior operations management with early and accurate forecasting of project performances which facilitated the ability to implement corrective actions as needed on projects.• Developed and implemented materials management processes consistent with the philosophies of the CII resulting in improved productivity of field labor and reduction in bulk materials surpluses.

Vice President – Director, Project Support ServicesResponsible for project support functions including estimating, procurement, subcontract management, material management, field warehousing, quality assurance/quality control, project controls and proposal preparation for approximately $1 billion per year privately held company. Projects ranged in size from $1 million to $1.5 billion total installed cost value. • Managed support functions through company growth from largest project of $40 MM Total Installed Cost to projects in excess of $1 Bn Total Installed Cost. • Developed, reviewed, negotiated, and approved all commercial offerings.• Reviewed and negotiated contractual agreements.• Developed and implemented an automated database-driven estimating system resulting in a reduction in cost to prepare lump sum estimates from a historical 1.0% of Total Installed Cost to an achieved 0.35% of Total Installed Cost thereby contributing significantly to overall corporate profits. • Developed and implemented corporate procurement strategies, including identification, negotiation and implementation of strategic vendor and supplier alliances thereby providing proven sources of supply for crucial strategic commodities and services.• Reviewed and approved all major subcontracts. • Implemented planning, scheduling, and cost controls on a project basis resulting in the ability to provide senior operations management with early and accurate forecasting of project performances which facilitated the ability to implement corrective actions as needed on projects.• Developed and implemented materials management processes consistent with the philosophies of the CII resulting in improved productivity of field labor and reduction in bulk materials surpluses.

• Mar-Len, Inc. – Beaumont, Texas 1987 – 1988Vice President – Industrial Operations• Lilley USA, Inc. – Denver, Colorado 1984 – 1987Vice President of Operations – Louisiana Division Sulphur, Louisiana• BE&K, Inc.– Birmingham, Alabama 1982 – 1984Manager of Estimating & Proposals, Corporate Operations• Brown & Root, Inc. – Houston, Texas 1974 – 1982Promoted through the ranks from General Mechanical Estimator to Division Estimating Manager (MAPPI Division)