Mark Hauser Email & Phone Number

Houston, Texas, Us

Leading the delivery of Project Lean Methodologies; including Last Planner System®, Choosing by Advantages, Target Value Design.

Houston, Texas, Us

Assisting owners and project teams to improve capital project execution with Lean Project Delivery methodologies.Worked with teams to utilize Last Planner processes to improve schedule reliability and cross-team coordination at the $2+ billion New Stanford Hospital. Efforts enabled early delivery of surgical/radiology area. Assisted eleven Activation teams to plan and execute opening of the hospital. Now assisting planning for renovation of the original Stanford Hospital.

Assisting teams and organizations to achieve improved project results utilizing Lean Project Delivery processes (includes collaborative project planning and execution, effective stakeholder engagement, and maximizing delivered value). Effecting change through leadership engagement, training, and facilitating/coaching teams. Project teams have ranged from $10 million to $1+ billion size. Recent work at Apple Campus project in Cupertino. Developing implementation strategies for Dassault Systemés in the AEC (Architecture, Engineering, Construction) industry and leading implementations. As Dassault’s first VAR in AEC, configuring Dassault’s Product Lifecycle Management functionality to more effectively deliver AEC value.

Opened and operated a showcase fast casual restaurant in Pleasant Hill, California.Opened and operated a space-themed 30,000 sq. ft. family entertainment center (buffet & games) in Katy, Texas.

San Ramon, Ca, Us

Account Manager for $32 million of IT services to Corporation Departments, plus $9 million in new technology projects. Managed 160+ technology professionals supporting Finance, Human Resources, and Procurement. SAP and J D Edwards were the primary systems.• Resolved long-running conflicts to enable integration of Finance IT staff into the centralized IT organization. • Solved staffing issues for SAP HR implementation and SAP 4.7 upgrade.• Facilitated the contentious eProcurement (Ariba) initiative.• Took ownership of two strategic IT initiatives: o Developed Chevron’s enterprise strategy for integration technology. Facing cultural resistance to new technologies, led the opportunity assessment and made the business case for an enterprise message-based integration platform to improve business process timeliness. Negotiated the license and implementation contracts. Formed a central Enterprise Application Integration support organization.o Created an enterprise Portal strategy from conflicting portal initiatives (Plumtree and SAP Portals); including rationalizing multiple Knowledge Management efforts.Telecommunications Manager for $60 million of LAN, WAN, Voice, Wireless, and central Help Desk services. These services had recently been outsourced and service levels were in terrible shape.• Rapidly reduced telecom outages by 60 percent by instilling coordinated, reliable, customer-focused service.• Restored customer confidence in central Help Desk through improved response and escalation processes.• Resolved $3 million budget under-recovery mess.IT Center of Excellence Manager - Member of an innovative eight-manager team responsible for raising the performance levels for 800+ application support staff.• Jointly developed strategies for integrating new technologies and developing staff strategic skills.• Personally managed staffing for international IT and Telecommunication needs.

Atyrau, Atyrau Oblast, Kz

Start-up IT leader for the then largest joint venture in the former Soviet Union, formed to develop the huge Tengiz oilfield in under-developed western Kazakhstan. The JV started with a mandate to rapidly execute a $1+ billion construction program. The initial infrastructure was two international phone lines and an abacus(!) on every desk. After one year, the budget was dramatically reduced and then continued to fluctuate due to political issues. In these extremely challenging conditions, developed the strategies, budgets, staff, and project plans to install the complete IT and telecommunications infrastructure:• The first full ERP internationally in Chevron (financial, procurement, warehouse, and HR functions); using J D Edwards (which was later adopted as the standard for international sites)• 1000+ PC's, with a “better than home office” high-performance network• 2000+ telephones, 50+ km of fiber optic cable, 2 international satellite circuits, 2 intra-Kazakhstan satellite circuits and 10+ microwave circuits• Negotiated $22+ millions of telecom, software, hardware, consultant and construction contracts• Built a strong customer service organization with a blend of developing nationals and multinational expatriates.These services spanned 4 major work sites in the Tengiz region, offices across Kazakhstan, Moscow, and a large project office in London.

San Ramon, Ca, Us

Managed 100+ accounting and administrative service staff for one of Chevron’s largest refineries.• Reduced operating costs and staff by 20 percent while continuing service improvements; example, Accounts Payable late payments reduced 80% through process review and solid metrics.• Streamlined cumbersome maintenance planning processes to cut computer costs 40 percent and improve data timeliness and reliability.

San Ramon, Ca, Us

Formed a home office IT group (just after Chevron’s acquisition of Gulf Oil’s large international oil & gas operations):• Provided IT oversight, project support and business system consultation throughout Chevron-operated sites and affiliates. Extensive travel in West Africa, Europe, Indonesia, Papua New Guinea, China, and Australia.• Developed Finance’s IT strategy for reliable financial control in remote locations; installing a common General Ledger and warehouse system in Nigeria, Angola, Zaire and Papua New Guinea. Overcame large cultural change issues and challenging local staff issues in these former Gulf locations.• Developed a strategy of using off-the-shelf software to reduce costs and speed implementations; an innovation within Chevron at the time.• Evolved Finance-dominated IT strategies to an operations-focused strategy; an early champion of emerging ERP software suites instead of using best-of-breed solutions.• Quality Initiative Champion for COPI Finance.

Mba, Info. Systems & Accounting

Bas, Operations Research