1/14: Valmont Industries in Valley, NE for BI Brooks10/14: Turbine outage OPPD North Omaha Power Station for Kiewit01/15: Outage at Ford Assembly Plant in Kansas City, MO for Walbridge Tooling Services06/15: Outage at Flint Hills Energy Ethanol Plant in Fairmont, NE for Newell Machinery10/15: Fall outage at the OPPD North Omaha Power Station in Florence, NE for CB&I01/16: Paint room production floor outage at Polaris in Spirit Lake, IA.04/16: Outage at Cargill in Iowa Falls, IA for Newell Machinery.01/16 - 05/16: Weekend maintenance at Nestle-Purina in Crete, NE for Senne Co.05/16 to 12/16: Worked for Boldt Construction on a new combined service power plant installation for Alliant Energy at the Marshalltown Generating Station in Marshaltown, IA.01/17 to 03/17: Day shift foreman for Azco Construction at the Marshalltown generating Station. Performed start up assistance for the general contractor for the project, KBR.09/17: Worked 8 weeks for Turbine Pros at Whelan Energy in Hastings, NE on both units doing a valve rework job.03-04/18: Boldt Construction at Sappi Fine Papers in Scowhegan, ME on a 5 week outage.04-06/18: Worked for Icon at Valero in Welcome, MN, Albert City, IA, Aurora, SD. Also at Chief Ethanol in Hastings, NE02-04/19: Outage at OPPD's power station in Nebraska City05/14/19: General Foreman for Jennings Plant Services over maintenance at the Royal Canin plant in Freemont, NE01/02/20: General Foreman for Jenning Plant Services over various projects in the Omaha area. Also performing business development duties contacting, generating and quoting projects.

I was A fully licensed agent in all lines of property & casualty as well as life and health insurance in the states of Nebraska and Iowa.

Seasonal position assisting customers with the location, access and loading of outside items. I also worked in the area of restocking and reorganizing the outside merchandise.

1. Project MgtA. Project PlanningGather essential information about the project from the Sales team and project file to understand the project’s scope, deliverables, timeline, and other key parameters.Develop a Project Schedule including task sequencing and durations.Designate a crewCoordinate transportation and equipmentCoordinate the start date with the customerDetermine material requirementsB. Oversee Project Execution to ensure success including contract fulfillment, customer satisfaction, and profitabilityProvide active oversight including clear direction, rapid response support, and problem solving to the Field Supervisor, with 24/7 availabilityTrack project deliverables on at least a daily basisFrequently visit job sites to monitor progress, validate reporting data, and perform quality and safety checksEnsure effective communications between the Field Spv and Customer or other third partiesParticipate in project analysis and reviews3. Initiate professional communicationDevelop, supervise, motivate, monitor and evaluate the performance of Field Spv and crewProactively communicate with HR, Safety Director, Ops team, Sales team, Shop staff and office staffAdvise the Director of Ops and other mgt of issues and conditions4. Perform administrative functionsUtilize the Project Mgt application to track job progress and issuesUtilize MS Project, MS Excel and other tools as appropriateProvide input for and leadership to routine ops reporting requirementsMaintain the Project Tracking Board for assigned projectsPrepare for, participate in, and lead Ops and Mgt meetings as directedDraft Field Spv evaluationsParticipate in HR meetings for crew assessment and evalsPlan, organize, and lead training6. TravelTravel to job sites as appropriate to ensure familiarity with all C-TEC operations, provide direct support and communication with Field Spv, Crew, and Client/Customer

I managed 3 and 4 locations for Kinder Morgan located in Omaha, NE; Waterloo, IA, Muscatine, IA and St. Joseph, MO. All 4 are terminals in the Kinder Morgan network handling a variety of products such as bulk fertilizer, steel beams and piling, steel sheet & wire coils, bagged salt, bulk salt, bulk feed products, lumber, liquid herbicide and liquid chemicals. My responsibilities included: financial, budgeting, planning capital expenditures, personnel growth and discipline, customer relations, new product evaluation and planning, EH&S, project development/planning/management and many other smaller roles.When I came on board at the Omaha Terminal the acquisition had just occurred in the fall of 2004. The former manager had walked out the summer of 2005 leaving the terminal in a state of chaos. The facility was very old and had not been properly maintained by the former owners. I worked with my regional management team for 6 years to try to bring the terminal up to the standards that Kinder Morgan desires. However, this proved to be a difficult and in the long run, impossible endeavor. The combination of the dire condition of the facility's primary storage building and the lack of contracted support from customers spelled doom for the facility. We implemented many cost cutting measures while still maintaining full customer support at the terminal to bring the P&L under control. The terminal can now operate at a much reduced capacity while commercial continues to try to bring in new business to allow for the capital to be spent on the crumbling infrastructure.

I hired on at the Owensboro Gateway Terminal (OGT) on May 1, 2003. My primary responsibilities were to develop an EHS program that coincided with the Bulk Terminal’s (KMBT) Operations Management System (OMS). This also included developing an OMS manual specifically for the Owensboro terminal. At that time, OGT had been in the KMBT system for seven months and had not progressed at all in developing these systems.the facility manager used my experience and skills with design to assist him in several mechanical and civil engineering type projects. This included working with local and state agencies in permitting, specifically planning commission construction permits and Kentucky state waterways construction.In the environmental arena, I maintained our air, stormwater discharge and US army Corps permits. This includes periodic reporting, stormwater discharge monitoring and sampling, modifications to all permits, etc.In October of 2004, KM acquired the former GMS (Global Material Services) facilities. The addition of these facilities initiated the need for additional EHS personnel. I was promoted to Senior EHS Coordinator and placed over four of the GMS facilities as well as my current location. For the last six months I have been performing EHS duties for these five facilities including EHS assessments/compliance, safety teams, permitting assistance, personnel training, contractor approvals and orientations as well as other needs as they arise.

I worked on several jobs at industrial locations in Western Kentucky and Southern Indiana

Built and managed preventative maintenance for factory as well as managed parts stockroom.I was part of an internal auditing team for ISO9001 and QS9000. The factory was certified to both due to being a 2nd-tier supplier to the automotive industry. I was responsible for developing maintenance procedures as well as auditing other departments in the factory.

In 2007 Daramic closed their R&D facility in Massachusetts and relocated all of the equipment to the Owensboro location. The new R&D lab was staffed by promoting operators from the factory to operate the small research equipment. I was the first to fill a position in the lab. During the 2 years I was in the lab I operated all of the small R&D equipment that mimicked the larger production equipment in the factory. We ran many experiment to test theories. The position also included full training in the factory's lab.

I operated several production lines including twin-screw plastics extruders and rolling extraction process lines.

Worked multiple construction jobs up and down the Ohio River

Typesetting and other bookmaking related activities

Used car lot auto cleaning