* Ownership of work* Increasing engagement and reducing turnover* Improving your team's dedication and attention to detail* Increasing a teams communication* Establishing stronger trust between people in your organization* Breaking out of traditional thinking to establish goalsThe quality of your life and the quality of your company are directly connect to the quality of thinking. We have programs and process specifically designed to get more from the people in your company. Increase overall performance, job satisfaction, engagement, and input from those who work for and with you.

Energy Experts Now is a turnkey EPC contractor with highly motivated and skilled staff.We specialize in power generation and management in two key divisions:1. Energy Savings (ESCO)We offer full turn key solutions to increase your energy efficiency in existing and new installations. We keep up to date information on the latest technologies and how to apply them to significantly reduce your energy consumption without sacrificing quality. Many of our clients reduce their consumption by over 20% while maintaining the same level of production. We are proud to be the Energy Auditors for Claro Dominicana.2. Power Generation and TransmissionWe are a full EPC contractor for the power generation and transmission industry and also provide O&M, training, and audits for our clients. We have a multicultural team who are experienced in working in challenging environments (Africa, Afghanistan, Iraq). We provide consulting services to improve processes and implement EAM systems like IBM Maximo.

Assigned as the General Manager for a 120MW facility in Ressano Garcia, Mozambique, Africa. Arrived on site during the commissioning phase of the power facility. Immediately faced challenges with mobilization not being completed adequately. Took rapid action to replace key positions where current expats were not effective removing 5 key expats including the plant manager then finding their replacements in the first month after take over. Within the first year of operations we had to manage the following additional major issues:a. 1 Cracked crank shaftb. Undersized fin fan coolersc. 1 Cracked engine blocke. Cylinder head seat wear that lead to having to refurbish / replace 260 cylinder heads.d. Big end bearing issues which lead to having to replace 260 big end bearings.e. Over 1,400 trips and failures to start of the enginesf. HV yard pin failure caused arcing and having to take the plant down to inspect and put the HV yard back in service. We did this work in only 6 hours of down time.During the first year of operations this facility had a 4,000 item internal EPC punch list, 100+ item client punch list and 600 warranty claims.Faced with these challenged I had the pleasure of leading an incredibly competent and dedicated team to pass 5 audits of which 3 had less then 2 days notice. Additionally we implemented the maintenance system, inventory system, established the local company, selected and trained local staff, created each department with their procedures as well as met 99.5% of contracted availability.We implemented a culture of accountability within the facility in order to ensure we could properly train the local staff as well put the client in a situation where takeover can be possible after the O&M contract period.All this was accomplished while not increasing headcount to deal with the major issues or increasing cost to the client. Additionally the first year financial performance was well above planned.

Help lead the development of a new planning department to address past due maintenance in the NYCHA.Assisting the client in documenting the current systems configuration and business processes in preparation for a 6.2 to 7.5 system upgrade. Helping client lower TCO of Maximo and increase reliability by migrating MBO java customization to system configuration changes that are available in 7.5.Creating standard documentation templates for changes with traceability from BR's, to FR's, to TR's.Re configuring PM generation cron tasks in order to generate in a timely manner.Teach client the use of MEA and MIF for data loads and moving away from script based data loads to reduce risk.Improving delivery by re-engineering of their SDLC process including PMP methodologies, meeting schedules, creation of CCB, workflows, and release calendars. The process implemented became the new standard process for integration of the systems and business units.

Assisting Sodexo's Maximo team develop and fully leverage the functionality available within the software package.Review and redesign TSRM (SR and Work Order) workflow to align with both Sodexo's business requirements along with better practice for developing the Maximo solution.Provide Architecture and design proposals for use of classifications of assets that provides standardization across Sodexo's organization while having the scalability to be deployed in the 6,000 sites Sodexo expects to implement across the globe.

Returned to the Maximo implementation project for NASA labs working for QinetiQ who holds the ESC management contract.Process design and implementation of a check-in check-out for calibrated equipment.Formulaton of implementation strategy, project management, and metrics directly tied to contractual obligations for the correct prioritization of work and accelerated implementation along with clear communication of statuses.Training local Maximo resources along with key lab contacts on preventive maintenance strategies and how to implement them in Maximo.Help mature the Maximo development / implementation process. Established UAT and DEV environments along with documentation for each and a process for approvals prior migration to production.Completed the implementation of Maximo for this NASA contract.

Assigned to CSX rail project in Jacksonville as a Sr. Consultant to aid in the implementation of a government mandated rail safety program using Maximo for configuration management.Provided guidance into a new methodology for implementation of Maximo based on Business Processes as the deliverable.Conducted and participated in workshops for process mapping using SIPOC's, Flowcharts, and RACI's.Along with my colleagues we developed the suggested policies to guide the implementation of processes for the new FRA requirements. Created educational presentations on how to drive process development from MVV to Policies to Processes and Procedures.Developed requirements and assisted in process development for GIS and Wayside Business Units.Developed new requirements documents to facilitate clear and concise communication as well a s sign-off between Technology and Business partners.

Implementation and development of Maximo for NASA labs covering 80+ Task orders and 32 labs. Consolidating 6+ segmented NASA systems (property, calibration and WCS systems) into a singular system for efficiency gains and normalization of data.Training of their WCS personnel on Maximo and administration of workflow for the different processes in the task orders.Leveraging past experience of Materials Management and process re-engineering we conducted meetings helping the client understand how to map and develop their internal processes to then translate and automate them (via workflow) in Maximo. Helping the client understand item coding and different options for procurement procedures to integrate Maximo with their ERP system.

This home office position was for the Logcap IV project in which Fluor supports 80+ Military installations in Afghanistan with populations up to 36,000+ on a base and 300M+ in inventory.Responsible for leading, creating, reviewing and/or approving Material Management initiatives, policies, and procedures.Lead team to provide a functional solution for UOM conversion issues.Participated in close out activities on previous task orders and created a risk mitigation strategy for reporting IAR and LTDD’s to the government.Re-design of cycle count theory, and execution.Implementation of CDC/RDC concepts for government approval.Championed metrics initiative (business intelligence) that is currently being implemented in the department.Wrote the internal whitepaper on re-order theories and produced data needed in order to evaluate, correct, and optimize our process.

Liaison between business units, government PWS requirements, and developers to roll out new functionality in Maximo.Design and configuration of a Vehicle dispatch module.Overview current system functionality and identify areas of opportunity to streamline business processes.Created and managed scope, development, roll-out and training for an advanced development of workflow in Maximo that interfaced between 3 different systems for internal and external (government) purchase approvals. This process reduced approval time by 80%.Aid in interface design and functionality between several different software systems in use to support FGG’s efforts on Logcap IV.

Presentations of Infor EAM and our consulting offerings to clients in Latin America.Installation, configuration and documentation of SQL server for clients.Project Management and implementation of Infor EAM in 3 clients, one of which came from a paper-based system to a fully functional EAM system for a large power plant.Custom report development Systems integrationsProcess re-engineeringTier 1 and Tier 2 support for Infor EAM