Test Line1Test Line2

Creating value for producers and consumers of sulfide products through:• on-site evaluation of your sulfide production process;• technical assistance with designing sulfide handling equipment;• evaluating alternate sulfide sources as appropriate sulfide raw materials for your process;• sharing specific technical expertise for various sulfide application technologies; and• optimization of your sulfide supply chain (source of material, specifications of the sulfide required, availability of alternative sources).

Providing consulting, engineering, and design services to chemical manufacturers, refineries, and power plants. Current emphasis: Compliance with the Mercury and Air Toxic Standards (MATS), a regulatory scheme requiring mercury emission reductions from the nation’s fleet of power plants. Larger coal-fired power plants usually have wet flue-gas desulfurization processes (wet FGD's) to scrub sulfur dioxide from the flue gas. Wet FGD's can capture water-soluble mercury compounds (referred to as oxidized mercury) but in many cases, this oxidized mercury converts to its elemental form before it can be purged from the system. Unfortunately, this elemental mercury is readily stripped back into the gas phase exceeding mercury emissions limits.This process of oxidized mercury being captured and then subsequently lost (via oxidation and revaporization) has been dubbed “mercury re-emission”. Conventional wisdom holds that mercury re-emission is a chemistry problem. At JSA, we have successfully demonstrated mercury emission compliance strategies in the most difficult plant configurations. We demonstrate to customers the problem is not one of re-emission, but rather, a failure to favorably partition mercury between the phases. This simple restatement of the problem makes available all the tools of chemical engineering to achieve compliance. Having reframed the mercury-emission problem as unfavorable partitioning, we have shown that the mercury “re-emission” problem never was a real-time, emission-control problem but rather a problem of an unachievable steady-state. The observed real-time swings in emissions are the result of a cycle of accumulation/de-accumulation of mercury inventory in the scrubber. We provide test equipment and treatment chemicals to teach power companies how to economically and reliably resolve their re-emission problem by making it thermodynamically favorable for the mercury to exit the wet FGD in a non-stack gas stream.

With all extensions for MATS (Mercury and Air Toxic Standards) regulatory compliance now expired as of March 2016, every day’s measurement of a power plant’s stack mercury concentration counts in the 30-day rolling average reported to the EPA for compliance. And while compliance is based on this 30-day rolling average, plant operators are finding out how difficult it is to assume that stack mercury excursions will pass when. What if it does not pass? What if it does not pass in time? What are the consequences of non-compliance?At Urgent Re-emission Control Services*, we provide a Plan B to power-plant operators when their Plan A fails to deliver MATS compliance for mercury emissions. Our company provides an on-demand re-emission control service with response times as short as 24 hours. We typically begin injection of the chemical reagent within two hours of initial site access. Emission compliance typically follows within an hour of all chemical reagent injection points being activated for a given stack. Normal mercury emission rates for the given operating point of the power plant are expected to follow in as little as one additional hour. Don’t let an unexpected mercury re-emission event put your site out of compliance. Call Urgent Re-emission Control Services today at 225-620-2030.* Urgent Re-emission Control Services is a subsidiary of Joseph Y. Stuart & Associates, LLC.

Worked for TDC, the legacy name of the Refinery Services Division of Genesis Energy Limited. TDC is the largest producer and marketer of sodium hydrosulfide (a.k.a NaHS, sodium hydrosulphide, sodium sulfhydrate, sodium bisulfide, sodium hydrogen sulfide) in the western hemisphere. Leader of application development and support, leader of process design for new NaHS production plants, negotiated new production plant contracts, and turned-around the sulfide caustic / spent caustic business.

Automated the sales and operations planning system for the Americas business region. The automated system was integrated into SAP, provided detailed production plans based on rigorous material balances, used an LP to ensure minimum sourcing cost, and enabled the elimination of the planning group in the New Jersey business office. Provided other planning tools to the business, including a global sourcing optimizer program (optimizing the production of seven base products over fifteen production plants at two sites for delivery in three regions) and an industry-wide materials flow model to better identify commercial opportunities.

Developed and implemented the technical strategy to commercialize the C2-based MMA (methyl methacrylate) production technology to revitalize ICI’s MMA business. Assessed management’s tolerance for risk and the technical team’s capabilities. Managed the team while growing it from 5 to 40+ with budget responsibility up to $10 million. Delivered a viable technology that has become a key plank in the current owner’s business strategy, liberating the MMA business from dependence on acetone, HCN, and isobutylene economics. The first commercial scale plant, owned by Lucite International, was commissioned in Singapore in 2008. A second plant has been announced for construction in Saudi Arabia.

Led and managed a team of 29 engineers responsible for designing (at the time) the world’s largest MDI production train including MDA, MDI, Pure MDI, and MDI Variant trains. Created leading-edge control strategies using artificial intelligence, real-time optimization, and supervisory control systems. Designed and implemented a site-wide logistics strategy for eight production plants. The capital project was completed on time and under budget. Process performance met or exceeded all performance targets.

Managed a team of five engineers responsible for developing process and manufacturing technologies, assessment of asset performance, and technical-commercial planning. Received the company’s highest award for process engineering – the ICEE award – for Initiative, Creativity, and Engineering Excellence. Invented and patented the concept of prilled Pure MDI, recasting a second-grade product as a premium product with the ability for global sourcing and new distribution channels.

Led a team of four engineers providing process engineering and plant support for two world-scale MDI production trains (seven plants). Invented two technologies and developed several others which enabled a 60% increase in plant throughput. Resolved long-term problem with meeting permitted CO emissions without investing capital to incinerate the vent stream. The technologies have been deployed to all five production trains worldwide. Created the activity-based-costing program for the site accounting system

Worked a total eight months full-time at the Garyville refinery while completing my undergraduate degree. Worked primarily in the waster water treatment plant and on the plant fuel-gas system.