Provide leadership, management, and vision to drive all operations and growth of a start-up Sourcing and Consulting company in Suriname, South America. Company core competencies are connecting land concession owners with global buyers in the timber and mining markets. Company provides PMO consulting services to clients in Suriname and the surrounding areas. This includes management, construction, logistics, quality, scheduling, and staffing. Finalized the business plan model for LLC Declaration. Create and oversee legal contracts, Non-Disclosure Agreements, Employee Contracts for local and expat hires, Operational Procedures, Code of Conduct, Organization Model, Employee Assessment Model to “right fit” the company culture, Invoice and Pricing Models, Employee Pay Scales, Employee Performance Metrics, Company CSF/KPIs, Company Risk Plans, and metrics related to business success. Assist CEO with all financial, business, and administrative decisions. Act as CTO, CHRO, and CIO at the request of the CEO. Develop, mentor, and enable the Suriname staff. Coach team in US/Western style business execution and methodologies.

Aramco - Marjan IncrementLead Project Engineering team to achieve sustainable growth across the key areas of Customer, Leadership, Collaboration, and People for both Brownfield and Greenfield GOSP offshore projects (TIC US$10B). Provide leadership and guidance to the Project Engineering team ensuring WorleyParsons’ vision, values, and way of work are upheld in every day practice. Drive Project Engineering, Project Controls, and Engineering to engage in the implementation and monitoring of continuous improvement of systems and processes; including review, audit, and improvement of delivery activities. Develop and manage the Management of Project Change (MoPC) procedures, workflows, and variances. Assume the Interface Management role mid-project and lead interface management between the Onshore Contractor, WorleyParsons In-Kingdom engineering team, and Client interfaces. Lead the development and implementation of workflow systems and database management tools to track, modify, and report on Technical Queries, Request for Information, and Interface Contractor Action Items. Integrate project system information with database management tool to provide real time reporting and dashboards. Tools and Systems utilized: Coreworx, P6, EcoSysAramco - Maintain Potential Program 2Lead the MPP Project Engineering team to achieve sustainable growth across the key areas of Customer, Leadership, Collaboration and People. Provide leadership and guidance to the MPP Project engineering team ensure WorleyParsons vision, values and way of working are upheld in every day practice.Drive Project Engineering, Project Controls, and Engineering to engage in the implementation and monitoring of continuous improvement of systems and processes; including review, audit and improvement of delivery activities on MPP Projects. Expose the team to new metrics and methodologies for improving work flow and communications and guide them to long term sustainable plans and solutions.

BP – Gulf of Mexico Hub Services (PM) Lead the BP GoM operational support interfaces and relationships. Lead the WorleyParsons team responsible for operational support activities, Engineered Procurement, Technical/Discipline Engineering Services, Area Made Changes, and sub-Cat C projects. Lead the initiative to develop fast-tracking processes and procedures via VSM to accommodate rapid execution of dynamic small projects. This included the development of process mapping for discipline activities, roles and responsibilities, and the elimination of wasteful activities through CI initiatives. Challenged and lead the team to develop workflow systems and database to eliminate individual autonomous tracking systems and utilize a single point data management tracking mechanism. Develop metrics and KPIs for monthly progress reporting and internal improvement practices. Create VPB for high traffic procurement activities to utilize ‘pull system’ and identify bottlenecks in the process. Continually lead the team in efforts to improve morale and productivity by re-aligning team focus and empowering individuals. Developed succession planning to allow individuals the opportunity to matriculate into management.

BP – Gulf of Mexico Engineered Technical Practices Gap Closure Project (PM)Lead the development of the Defined ETP Gap mitigation plans and close-out activities associated with the identified technical gaps between all seven hubs and the BP ETP General Practices. The close-out activities range from process studies, design deviations, feasibility engineering, detail engineering, and procurement activities. The project focus areas are fire & gas, process over pressurization, and pig launching and receiving. Project requires detailed weekly reports separate from the Program reports detailing hours spent by discipline and by activity, along with activity progression by week. Develop all Appraise TIC estimates for offshore implementation.BP – Gulf of Mexico Infrastructure & Radio Program (PM)Lead, organize, and facilitate the WorleyParsons engineering, scheduling, estimating, and cost activities associated with the Define and Execute phases of the program. Develop execution documents, strategy documents, and reports on behalf of the client. Work with the offshore sites to coordinate construction activities on all eight autonomous offshore platforms. Manage all offshore implementation of radio systems at a resource leveled basis. Coordinate and review technical deliverables between the client, the client’s third-party management teams, vendors, and WorleyParsons team members. Enforce quality requirements against all design and equipment in conformance with US Coast Guard regulations. Program received letter of recognition by BP GoM CTO stating the program should be a case study for BP project implementation.

* Initiate and commence project for pre-FEED activities. This is a ground zero project start-up and kick-off. Perform and involve self with all project activities including staffing, operations, scheduling, project execution plan, scope of work, project development, and client interface. Managed the engineering team and liaison with Project Controls to develop a capacity based estimate to assist Client with determining CAPEX costs. * Organize, manage, and facilitate the development of the pre-FEED estimate, proposal, and procedures.

* Initiate and commence project for pre-FEED activities. This is a ground zero project start-up and kick-off. Perform and involve self with all project activities including staffing, operations, scheduling, project execution plan, scope of work, project development, and client interface. * Home Office: Project manage and facilitate the engineering of the Scope of Work (SOW) for projects in support of the Utility and Offsite field projects. This included tasking disciplines to complete design and construction drawings, developing SOW for security intrusion systems, site telecommunications, switchgear buildings, and revising project specifications. * Field Site (KSA): Field manage the daily and project activities of the security contractor. Interface with State security and utility agencies in order to receive electrical tie-in information and approval to commence with projects (i.e. HCISS, SEC, and Royal Commission). Assist the construction team with management responsibilities.

Task Order 21 - Facilitate, engineer, and project manage all aspects of the PIJV Task Order for the Iraqi Southern Oil Company (SOC) fixed wireless microwave system. Responsible and accountable for the five million dollar ($5M) project and budget.Task Order 18 - Re-organize, re-scope, and re-direct a $50 million dollar water injection project to meet a scheduled deadline after the project was at a standstill for a year and a half. The project redirection ensured project completion and budget integrity in a hostile environment.

Manage and implement the engineering, planning, proposal, and supervision of the Ministry of Oil twenty-million dollar ($20M) telecommunication projects. These projects include VSAT, PBX, VHF, Motorola RF systems, fiber optic, Wi-Fi, and microwave. This included managing the logistics of vendors and contractors performing work and maintenance on nineteen (19) sites located in three centralized areas in hostile Iraq. Maintain all telecom/IT/satellite systems at KBR remote office. Coach and consult the Ministry of Oil’s telecommunications department on the handling of outside contractors, as well as aiding them in the understanding of new technology (post 1991 embargo to present).

Managed entire BTS Operator and RNW Operator groups. Managed the expansion of the groups from twelve (12) individuals to thirty-five (35) individuals in a four (4) month time frame. Managed daily operations of all Pro Staff employees located on the Nokia ROC premises including time sheets, scheduling, and acting as a liaison between Pro Staff and Nokia on personnel issues.Developed and implemented training procedures and policies for the entire BTS Operator group. Evaluated and made needs assessments of the processes and infrastructure to increase staffing and call-handling efficiency. In less than six (6) months time increased the call-answer rate by over thirty-five (35) percent without the aid of an ACD software system or any other management tools

Outside plant and fiber optic splicing and maintenance.