Develop and Lead the Downstream business, implementing the planning and business development strategies and sales efforts for the downstream business division of Loadmaster Industries, a large scale design, build fabrication and manufacturing group. Lead the development of the downstream/midstream client base and assist with the re-branding of the companies mid and downstream services, capabilities, products and core business focus relative to the downstream markets. Establish polices, procedures and operational processes of the downstream group, oversee the recruitment and hiring of key management and project execution personnel for the downstream/mid-stream business unit.

Description: Recruited to define company operating structure, develop policies and procedures, and establish goals, mission, and focus for entire organization consisting of two ship building facilities and a ships repair yard. Develop operational processes to include complete design build capabilities for large offshore supply vessels including compliance with naval architecture and class design requirements, detailed engineering, modeling and nesting, module fabrication, hull erection, and ships and vessels interior fit up work scopes. Manage individual contracts (design, construction, and delivery) valued at $38M – $50M per vessel with an average up to eight vessels in differing degree of construction at any given time.- Defined separate operational groups, identified physical management structure and work scopes, and defining operational, organizational, systems control, and management structures for each.- Launched company “Operational Structure and Work Flow Processes Chart” identifying various operational divisions and defining processes, flow, and sequences of work.- Outlined operational processes relative to end products and identified individual document and material control needs and unique characteristics to support definition of group roles, goals and missions.- Implemented first formal operational and \ project management policies, procedures, document, and material control processes.- Persuaded existing management and supervisory personnel of benefits to management and company necessary to attain approval for new procedure implementation.- Overcame potential delays due to additional training hours by launching a bonus strategy program based on existing management and personnel meeting levels in acquiring new policy and procedure knowledge.- Encouraged ownership and authorship of management with new policies to ensure attainment and acceptance of newly implemented details.

My responsibilities include development and expansion of our operational structure, refinement of our operational policies and procedures, clear definition of our goals, mission, and overall focus and performance of our operational group. Barnes is a mid sized electrical and instrumentation contractor focusing on the heavy industrial, refinery, power, chemical and petro-chemical industries in the gulf coast region, and is a signatory member to the IBEW national labor agreements and a member of NECA. In my role here at Barnes I have also lead our efforts in working directly with the national IBEW management in developing a joint mission, goal and combined ideals on how we can collectively provide asset and value to the industry in the gulf coat region. In conjunction with that effort which is near completion, I have spearheaded the development of a joint consortium comprised of several industrial E&I contractors from around the country capable of performing larger and complex industrial projects. I am currently working with other consortium members and legal council to finalize our consortium charter, operational structure and operations guidelines and will be take on the managing directors role for the consortium. Currently, I have total operational responsibility here at Barnes including, oversight of our Business Development, Estimating, Contracts review and negotiations, Project Engineering, and Construction operations, and key personnel staffing, mentoring, and evaluations.

Dates: 2011 – 2013Description: Hired to divide power, controls, and automation group into a new operating profit center with a specialize identity. Maintained strong focus on improving revenue base and profitability, as well as efficiency and fixed cost reduction. Reorganized management team and structure, developed a specialized market approach and focus, and redefined measurability and accountability.- Redefined project cost and verified project completions and job cost system tracking software and processes to maximize profitability on existing work.- Capitalized on specialized focus and group market approach to champion unique identity, unified ideals, and targeted roles and responsibilities.- Maintained respect for existing business model and group managers throughout initiative of new group and related policies and mission.- Attained autonomy of new group by creating a new mission focused solely on division as a specialty contractor.

ates: 1996 – 2011Description: Launched holding company supporting operation and finance of four interrelated business units (i.e. Epic Technical Services, non-union electrical and instrumentation, Epic Process Controls, Inc., unionized electrical and instrumentation, Epic Mechanical Services Inc. mechanical services group, and H&K Engineering Inc., full-service industrial engineering company). Led organizational management and marketing initiatives including development of business plans, strategies, and synergies. Established organizational mission, objectives, ideals, and philosophies focused on delivering quality service to meet industry demands regarding technical and economic needs. Oversaw contract negotiations and revenue and fee projections to established leadership role within industry. Facilitated all necessary management and field supervisory personnel policy and procedure training for technical and operational functions.- Ensured adequate funding for growing companies by securing investors and managing key banking relationships.- Conducted key risk analysis and mitigation of exposure regarding contract terms and work execution within a volatile industrial environment.- Successfully maintained financial resources, banking relationships, and cash flow resources in a risky industry with 30 – 90 payment terms and numerous nonpayment risk factor