Robert Mathias Email & Phone Number

Provided Project Controls Gap Analyses and Recommendations for Improvement for a global supplier of process gasses, a major electrical utility in the northeast US, as well as a global petroleum refining company.Participated in numerous Independent Project Reviews and Front End Loading Assessments. Conducted achedule and cost risk analyses on projects ranging from $100 million to $2 billion. Conducted Constructability Review on a $1 billion transmission project in northern midwest US.Assisted owner's engineering contractor with detailed project planning on a $2 billion mining project in Canada, including high level project area sequence planning, turnaround planning, and contractor scheduler mentoring.Set-up and co-ordinated utilization of a Field Subcontractor Timesheet database. The database’s flexibility later proved invaluable in the proactive negotiation of various subcontractor claims.Developed, designed and implemented an owner project controls system for the management of all small to medium-sized capital projects at a major Gulf Coast refinery. The portfolio initially managed represented an annual backlog of up to 200 projects valued at $300 million (current cost equivalent) in yearly expenditures. The system has been successfully used since 2005 and was additionally deployed at all the owner's refinery locations.Developed construction management standardized project controls procedures, work practices, computer tools, and reports for an international owner/operator of plants supplying process gasses to major domestic and international refining and industrial customers. The owner self-performs all construction management on capital projects and was effecting augmentation of control systems to effectively deal with reimbursable contracting environments.

Initially managed Scheduling then Cost Control Departments. Promoted to Director of Project Controls responsible for both.Successfully supervised departments with up to 35 Planners, Schedulers and Cost Engineers in environments which handled roughly 1.0 to 1.4 million manhours annual home office design volume. Implemented standard workpractices and procedures as required for company projects.Implemented new Cost Management System using a commercially available, vendor-supported program. Successfully integrated the new system with Microsoft Access to serve as a flexible report writing and querying tool. Developed a Field Progress database, successfully utilized on a number of major capital projects. The system distinguished itself in the widespread acceptance by field superintendents on a $400 million project; enabling for the first time automated downloads of erection, pipe support and hydro-test status data directly from other databases.Conceived and implemented an Engineering Progress database, used exclusively office-wide by the company from 1995 to 2005. The system’s self-auditing features played a major role in validating the system with major clients.Initiated and maintained a Subcontract Cost database which has been subsequently and successfully utilized on two other major projects. The system’s ability to select and sort data in various ways proved useful in facilitating the analysis of contract change issues and forecasting.Designed and executed the creation of a flexible Estimate Compilation database, used reliably on major complex project proposals and client estimates. The systems allowed for the importing of MTO data directly from spreadsheets provided from design disciplines, and provided the application of separate factors for issues such as escalation, productivity, etc. to the entire project, to coded areas, and to uniquely flagged line items. The system was deployed in 1998 and was still in use through 2005.