Joey Cox Email and Phone Number

• Developed project organization, including Project Management, Project Controls, EH&S, Field Engineering, Operations, Contracts Management, Procurement, Material Management, and Quality.• Established project baselines, including execution plan, WBS/CBS reorganization, contracting strategy, and Level 3 schedules.• Manages project management organization, responsible for the execution/construction of a major refinery retrofit project, > $800 MM, 30-month construction duration, including 2 Turnarounds.• Provides overall leadership for all aspects of project including construction execution, change management and contract change processes.• Provides leadership for project team by motivating and enabling team members to meet project goals and adhering to project milestones.• Full project life cycle ownership: successful project delivery will include full implementation from initiation to deployment for one major or several minor initiatives simultaneously.• Manages all aspects of the project scopes to ensure the overall program is aligned-to and directly supports the achievement of strategic project objectives.• Reports on monthly project performance to senior executives. • Manages day-to-day project activities and resources and chairs the project management meetings.• Works with project engineering team, fostering an environment of problem-solving, teamwork, and innovation.• Participates in the development and rollout of policies, practices, workflows, and templates to expand the effectiveness of the project organization.• Establishes goals, monitors staff performance and completes routine performance reviews.• Manages project scope control and change management program to ensure project initiatives are achieved without adding undue risk.• Assists in contract development, negotiation, and dispute resolution. • Ensures that the project is proceeding according to scope, schedule, budget and quality standards.

• Manages a team of planners and schedulers in the development of recurring large-scale turnaround events.• Pursued and supported the development of a standardized corporate-wide work process for T/A planning and execution.• Champions efforts for continuous improvement and the development of standardized processes to ensure high- performance, predictability, and repeatability. • Manages long-term strategic T/A planning including 10-year budget and schedule. • Managed the planning and execution of a 2016 “Mega” plant-wide T/A. • Met safety objectives.• Over 1 million man-hours planned and executed.• $130 Million investment in T/A and T/A-related capital.• Planned 45 day oil-to-oil outage executed in 50 days (Planned 39 mechanical days executed in <40 days).• Rated a success by AP-Networks, an industry benchmarking consultant.• Ranked 1st quartile in safety and schedule performance.

•Solved complex mechanical problems, manages multifaceted reliability improvement projects, and supervised maintenance craftsmen to assure quality repairs. •Supervised company and contract maintenance craftsmen during routine maintenance and turnaround activities.•Championed "defect-elimination" efforts among maintenance group, utilizes continuous improvement strategies to eliminate repeat failures and reduce maintenance costs. Responsible for over 30 defects-eliminated to-date. •Participated in operating unit HAZOP analyses and process safety reviews. Participated in management-of-change process, reviewed affects of change, implemented modifications, and managed action items. •Managed multi-year capital programs to ensure plant operability and maximize on-stream reliability. •Developed and planned rotating equipment work-scopes for large scale turnaround. Managed 40+ contract machinist/millwrights and supervisors during TAR duration. •Initiated rotating equipment PM program, leading to improved reliability, fewer failures, and decreased maintenance costs.•Initiated Root Cause Analysis program to analyze causes of failure for every failure, leading to the elimination of many failures associated with "bad actor" equipment. •Efforts led to record-breaking equipment reliability. South Area Pump MTBF increased nearly 300% during tenure, correlating to a reduction in maintenance costs estimated at $1.3 MM/yr.•Contributed as a member of the Contractor Headcount Reduction Team, responsible for reducing contract headcount to current low level. Developed original draft of contractor headcount reduction plan.

•Performed technical advisory role on mechanical equipment operation, engineering, & repair issues.•Contributed as a member of the Joint Health and Safety Committee.

•Performed technical advisory role on mechanical equipment operation, engineering, & repair issues.•Monitored and tracked rotating equipment key performance indicators.