Mark Hay Email & Phone Number

Quiddity is an award-winning, full-service civil engineering, planning, surveying and consulting firm. With more than 500 employees in 10 office across Texas, our team is organized around 11 services that support nearly 20 public and private market sectors. Our mission is simple – enhance lives through engineering excellence. Whether it’s designing a new master-planned community, delivering a new wastewater treatment plant or solving traffic issues, we strive to improve the communities where we live and work. Jones|Carter was established in 1976 when our founders envisioned a better way to deliver engineering solutions across Texas. They instilled core values – quality, collaboration, accountability, respect, and ethical behavior – that continue to drive our firm and inspire our people to this day. Remaining true to this vision has helped our team be consistently voted a Top Workplace and an Engineering News-Record Top 500 National Firm.- Manage a team of twenty five consulting engineers

United States

Advising small to medium sized business, business owners and entrepreneurs on supply chain strategies, operations, sales & operational planning (S&OP), projects, process improvement, product management, cost discipline and risk management.Current Client:► Working with Human Capital firm on a process mapping project designed to help improve internal workflows for client experience/engagement► Working remotely with members of the management team to create KPI's and success metrics► Creating a "playbook" for managing the customer experience from initial contact to engagement, profile development, training/coaching, reaching prospective employers and long-term relationship updates.

Houston, Texas Area

Black Horse LLC; was a 50/50 joint venture between Caterpillar, Inc. and Ariel Corporation, which provided well service pressure pumping products and solutions within the global oil and natural gas industry. Business closed due to severe downturn in O&G markets and COVID related impacts. Profit/loss owner for engineering and execution of core product offering; managed all areas of this $160M organization; held product strategy and pricing responsibility; reported to JV Board of Directors; also acted as Board President. During tenure was voted to the Houston Chronicle's Top Places to Work https://topworkplaces.com/publication/chron/black-horse-llc/►Led company to record profits in 2018 exceeding budgeted revenues by 15%►Refocused engineering group to deliver on product differentiation strategies versus an “also ran” product; key to differentiation in this sector is a more durable and better quality product►Implemented a Balanced Scorecard. The management team collaborated in this exercise to create our vision, mission and multi-year strategy. We also created specific measurable business objectives and KPI to support this effort►Worked in conjunction with CAT sales and marketing teams to create multi-year, multi-segment product strategies ►Managed team that optimized facility utilization plans enabling a 30% increase in capacity without requiring added floor space►Managed team that implemented Quality Management System (QMS) for ISO compliance in anticipation of industry-wide adoption, which puts the company in a position to win more contracts►Promoted Service Engineering group to report directly to GM which better brought customer issues to the fore and created a more focused strategy for field support ►Supply chain team achieved a 15% year-over-year materials cost reduction effort; improved delivery times and payment terms during tenure

Houston, Tx

Aker Solutions is a multi-billion dollar global provider of products, systems and services to the energy industry. The company executes engineering, procurement and construction projects (EPC). Products include large fabricated structures for subsea hydrocarbon extraction, electronic controls, umbilical cables, installation equipment, maintenance equipment, hydraulic power units and topside control systems. Regional profit / loss owner for subsea oil and gas equipment division - primarily piped assemblies, structures and connections for hydraulic distribution. Managed proposals, project/manufacturing execution, business development and global product development. Member of regional management team.► Introduced new product line to existing clients in North America – primarily stab-plates, couplers, and piped assemblies ► Grew business from $0 to $1M over 18 months. This period was very challenging for the oil and gas industry with prices dropping due to Saudi/Russian output competition► Partnered with marketing to create new branding and product literature; rebranded web-site► Created a portable product mock-up that was used in-person with clients and consulting firms

Houston, Tx

Regional profit/loss owner for engineering and execution of core product offering - printed circuit assemblies, military-grade cable harnesses, directional control valves, subsea tree controls for operation at 10,000 foot depths, umbilical terminations, manifolds and hydraulic power units; managed $100M organization as well as operations, manufacturing and bidding process; regional brand responsible.Projects within my remit ranged from short-term equipment and services contracts valued under $5 million to multi-year major developments worth over $80 millionKey achievements:► Took a P&L that regularly lost money to doubling earnings versus budget two years in a row.► Returned 1.5% of risk reserve to profit and grew margins an average of 2% from as-sold.► Lowered cost of non-quality from 8% of revenue to 2%; increased throughput four-fold by assigning engineers to production, upgrading infrastructure, working closely with global knowledge owners and further implementing LEAN/5S practices.► Improved strained client relationships: personal monthly follow up and fact-based accountability.► Kept turnover to a six-year (2%) low during a very seller-oriented labor market; greatly improved talent management via cascading of clear, measurable goals and regular coaching.► Improved engineering quality 20% versus targets by holding regular change reviews, mandating peer design reviews and holding engineers accountable in their performance management.

Houston, Tx

Managed supply chain, logistics, manufacturing and facilities across entire product portfolio consisting of electronic assemblies. subsea trees and manifolds, fabricated assemblies and hydraulic equipment.Heavy participation in the bid process. Participated in execution of all projects for equipment and services. Member of the North American management team. ► Drove facility relocation project and cut annual operating costs 18% ($1M).► Championed technician competence management program via “train-see-do” approach; program tracked for re-certification as well as audits by third party for confirmation.► Completed regional initiative to manage entire supply chain for core product; introduced LEAN principles that reduced costs 5% and improved lead times by 21%.► Continued eight year run of Zero Lost-Time Incidents; focus on behaviors and accountability.► Grew relationships with strategic suppliers by initiating frame agreements

Houston, Tx

Drove supply chain strategies for the Engineering, Procurement and Construction division (EPC). across a diverse portfolio of technologies and services encompassing capital leases, major asset acquisitions, contract labor resources, leasing of offshore construction vessels (BIMCO) and consulting agreements.► Created framework for negotiating contracts; cut cycle time 75% and costs 15% by simplifying processes and chartering supply chain team to act as commercial/legal liaison.► 12% savings with major vessel suppliers for a market-penetrating project in West Africa.► Drove acquisition of installation hardware; improved profit 11% owning vs. spot leasing.► Re-tooled organization to take advantage of expert-user involvement; leverage information across organization boundaries to improve supplier relationships and mitigate risk► Drove creation of corporate Supply Chain SharePoint site that allows end-users to access important information such as contracts, “how-to” guides and procedures► Reduced uncontrolled spending in Marine Contracting group 80% by instituting reengineered procurement processes, implementing SAP procurement tools and providing regular end-user training► Concluded a 12% savings via strategic negotiations with major US and European suppliers to provide state-of-the-art vessels for a market-penetrating project in West Africa► Drove capital acquisition of installation hardware that decreased project costs 10% by owning vs. spot market leasing

Houston, Tx

BMC is a multi-billion dollar software firm that helps customers run and reinvent their businesses with open, scalable, and modular solutions to complex IT problems. Solutions offer speed, agility, and efficiency to tackle business challenges in service management, automation, operations, and the mainframe. Led $300M global sourcing team for all software licensing, company PC's, employee cell phones, network contracts, consulting agreements, mainframe leases and company events; drove supplier development and diversity programs.► Drove bid process for 53% savings on hardware for $20M dollar network re-architecture.► Directed global implementation of automated requisition tools; cut department overhead 10%.► Led reverse auction for global voice and data network that saved 50% on $30M spend.

Houston, Tx

Directed supplier development for $120M global spend that spanned computer hardware, software, networking, telecommunications and technical consulting; simultaneous international project manager of 24 employees and consultants in Oracle ERP upgrade of global procure-to-pay systems. Member of audit committee and SOX procurement controls owner► Directed implementation of contingent workforce management tools with no cash outlay Reduced cost overruns 10% on $120M annual company wide spend.► Guided cross-functional teams during major category savings initiatives that contributed 5% ($15M) to operating margin by consolidating supplier base and eliminating redundant spend.► Managed procurement team that beat McKinsey IT spend benchmark at 4% of revenue.► Managed the integration of nearly a dozen acquired companies into the corporate processes and governance

Executive Mba, Business

I worked full time at Fairfield while completing graduate school and also raising a family. The theme of the MBA was value creation. My.

Bachelor’S Degree, Industrial Engineering

Activities and Societies: Alpha Pi Mu - Industrial Engineering Honor Society I returned to school while working full time at Ion because I.

Bba, Operations Management

Activities and Societies: Attended on the Polk Foundation Scholarship I worked at a bank while attending school. Multi-year Dean's List