Established a multi-industry operations consultancy leveraging strong internal business management expertise. Engagements…• Redefined operations technical service department. At Barrick’s Pueblo Viejo Gold Mine in the Dominican Republic: Restructured roles and assignments of the metallurgical department to provide structured progression and development program. Developed blending process to optimize plant feed to maximize gold production. Implemented rigorous checks and balances to increase accuracy of monthly gold reconciliation. Implemented management operating systems to drive projects to completion. Supported operations to achieving record throughput.• Implemented management operating system. Contracted by the CEO of a radiation abatement and remediation company to optimize operations including restructuring senior management team and redefining roles and responsibilities of supervisory staff.• Training development and instruction for mineral process operations. Projects include Teck's Red Dog lead/zinc concentrator in Northern Alaska - complete re-write, Newmont Goldcorp's Penasquito pyrite flotation plant in Mexico - operator training instruction, Nordgold's Gross project in Eastern Russia - operational readiness training instruction for senior management, Kinross' Tasiast gold plant expansion in Mauritania, West Africa - training material update.• Architected an expat and executive compensation plan. Lydian International Ltd. was constructing a 700 employee production operation in Armenia. Developed a competitive, cost effective compensation model that held costs within 1% of the feasibility study annual budget for the project and 5% below the annual budget for the operational phase.

New venture start-up for rapid measurement of Technologically Enhanced Naturally Occurring Radioactive Material (TENORM).• Conceptualized, planned and launched successful operations. Launch included development and implementation of operational processes and procedures, financial reporting, P&L management, customer acquisition, and compliance and approval with regulatory requirements and agencies. • Increased sales, cash flow, and earnings. Sales increased an average of 35% year over year. Cash flow positive within 16 months and increased 27% in second year of operation. Earnings increased 74% in second year of operation.• Realized 3X ROI. Sold company after 2 ½ years of operation for three times the original start-up investment.

Hired by the CEO to improve the operational and financial execution of 11 salt-water disposal facilities, two brine production wells, one fresh water depot and two special waste landfills in three states. Managed a $20M budget and a team of 60 management, operations and support personnel• Improved overall performance. Created a bonus dependent on measurable KPI’s that took into account five key metrics. Established clear objectives and measurable results with entire team focusing on same priorities. • Cut costs. Focused regional managers on cost reduction. Trimmed operating costs 35% ($5.3M annually). Decreased labor costs 40% by eliminating redundancies and combining positions without adversely affecting productivity, safety and quality. • Overcame a regulatory obstacle. Montana Department of Environmental Quality (MT DEQ) had set limits for disposal at 30 picocuries per gram (pCi/g) for radium activity concentration which restricted the amount of waste that could be disposed in the landfill. Worked with MT DEQ and won regulatory approval of an increase to 50 pCi/g. Laid ground work for further increase to 270 pCi/g which would drive additional revenue by increasing disposal opportunities. • Gained control of maintenance costs. Lack of definitive maintenance cost accounts made cost control or reduction inconsistent. Developed new cost accounting codes that were more relevant to activities in the field and that highlighted high-cost areas.

Managed a $450M budget. Challenged to improve the performance of a 900+ person workforce with a $60M budget. Also managed a 6,000-employee workforce in the absence of the general manager. • Improved business profitability. Designed and executed an aggressive cost reduction initiative that lowered production costs before allocation (PCBA) from $1,890 per ounce in December 2013 to $1,150 per ounce in June 2014.• Quadrupled output. Positioned the company for a major expansion from 200,000 oz./yr. to 800,000 oz./yr and from 500 to 4,000 employees. Oversaw the development and management of procedures, systems and contingency plans to support the expansion. Developed month-by-month ramp-up schedule by position to define recruitment plan and headcount budget. Created a manpower model that could provide a snapshot of the organization at any point during the expansion process.• Reduced expenses. Led site-wide continuous improvement initiative holding departmental managers accountable for their results. Cut costs 30% versus prior year. Realized $120M in annualized cost savings. Oversaw the shutdown of a 3,500-bed camp facility.• Trimmed the workforce. Falling prices mandated a cut in the workforce. Developed a rating and ranking system incorporating key attributes of employees abilities versus business needs to identify those to be retained. Cut the expat workforce from 240 to 180 employees. Used manpower model to contract resident workforce from 1,700 to 1,400.

Performance Associates is a pioneer in developing and delivering first-class computer-based plant-specific industrial training programs. Transformed, modernized and updated the management of corporate strategy, finance, and HR. Positioned the organization to meet annual growth objectives by managing and adjusting the usage of employee resources. Served as processing plant subject matter expert.• Increased revenue. Guided consultative sales processes that secured projects with FLSmidth, Kinross, Agnico-Eagle, and Barrick Goldstrike.• Managed projects. Developed computer-based training manuals for global processing clients. Simplified processing plant diagrams, technical/vendor documentation protocols with the ability to translate engineering documentation into everyday language. • Maintained compliance. As part of a change of ownership and to remain in regulatory compliance, led the restatement of the 401k plan. Created a new robust, competitive plan for all employees.• Boosted profits. Decreased printing costs by 40% through high volume contract, reduced office lease by 10% when typical leases were increasing, trimmed health insurance premiums by 20% by identifying "non-conventional" health plans, and negotiated a rate freeze on dental premiums.

Supervised union workforce of 16 technicians for testing, turn-up, and splicing activities for new fiber optic and copper based electronic communications systems for the greater Colorado Springs metro area. • Managed more than 300 projects successfully. Booming construction in Colorado Springs required new telephone facilities for many new commercial buildings. Developed a process that minimized the engineering costs while meeting customer demands. Achieved the highest construction productivity score of all construction crews in the state of Colorado. • Seized sales opportunities. Developed methodology and customer relationships to sell services when meeting with customers to define building facility requirements. Logged sales within the top ten of all non-sales personnel within the state of Colorado.