• Provide agile consulting services for National Civil Prime Contractor:o Upgrade and Implementation of P6-EPM and P6-EPPM (Cloud) in context of field requirements.o Upsized to full Aconex Suite.o Expanded use of Oracle-Risk Manager (Pertmaster).o Worked with other SME for integration to Oracle-PPM.

• Solar Power Plant construction (PV) – Project size range 70 -350 MW. The typical new project involves between 250 ac to 1500 ac heavy civil construction. These plants always involve a substation that interfaces with the local power grid. Grid interface also involves coordination with the immediate power grid operator (i.e., ERCOT, MISO, CAISO, etc.)• Performed weekly updates for multiple projects including Client contractual document requirements using ProCore.• Refined automation tools for field update to be quickly imported into P6. Transfer time cut from 15 man-hours to 15 man-minutes with increased accuracy. o Created multiple reference manuals for users to follow for maximum results

Transmission & Distribution (T&D) – Average New Project value $10mm (range: $5mm to $30mm). Typical new projects involve government agency interface (i.e., FAA, USFW, BLM, etc.), as well as civil and steel construction efforts over long distances. Primary scheduling tool P6-EPPM (OPPM-Cloud)• Performed analysis of T&D project data including project costs forecast.• Performed contractor schedule performance evaluations.• Lead CapEx (Capital Improvement Project – CIP) team to develop the CapEx SharePoint site.• Created automation tools to reduce month-end closeout from three (3) days to 30 minutes.• Developed estimating tool based on the MISO workbook to quickly produce an Order of Magnitude (Class 5) or Major Project Deliverables (Class 3) estimate. • Worked with multiple vendors on multiple projects to coordinate Owner Furnished Materials (OFM) material deliveries with respective construction tasks.• Created automation toolset (CMX) to manage Work Orders, Purchase Orders, Material management, and vendor management for all Capital projects.

Work with multiple projects $5 mm - $30 mm Transmission Power projects that required multiple vendors coordination to keep deliveries of Owner Furnished Material (OFM) and construction moving together to complete the project as per contract. Work with projects from Engineering, Procurement, Construction (EPC), through commissioning and closeout.

• Provide project consultation regarding P6-EPPM / P6-EPM for clients• Creation of Tracking Log (MS-Access), including report generation.

(Ericsson] The primary project was the Google Fiber Optic to All US Homes – stated project value $1.5 bn.• Worked with an Off-Shore development team in India to develop, test, and maintain production database for P6 environments (P6-EPPM - Web and Desktop). Together, we established the use of Cloud Services for Primavera-Professional. This provided a more stable and secure means of accessing P6 data from both the Enterprise and Professional versions of P6• Developed/established multiple databases for regional projects to maintain security while allowing establishing and maintaining automated communication bi-directionally to the production database and each regional database. This allowed enterprise integration software to maintain simple connections between P6 data and other enterprise data stores. Alignment reduced unnecessary data traffic.• Multiple Ericsson agile projects using Open Project to track Initial request, Epics, User Stories, Defects, Acceptance Testing, etc. employing a two (2) week sprint cycle, each cycle lasting four (4) weeks. I was also tasked to create User Stories (US) and User Acceptance Test (UAT) for portion of the project. • Added value by creating two specific project control applications.o MMX - (MS-Access), multi-user, Issue Management and Meeting Management tool designed to allow for consistent flow of meeting information to the appropriate stakeholders. Application was designed to be functional even if the user was not able to obtain a stable, secure connection to the company servers or "shared" drives.o Planner6 - (MS-Access) Planning tool, allowing direct integration of project data from legacy software systems into P6. Part of a system reducing the time required detailing of project tasks creation in P6, based on historical models, from multiple days to less than 2 minutes. The tool allowed for clear communication of the project Work Breakdown Structure (WBS) from the identified scope, sequencing, costs, and risks.

[Parsons Corporation for US Army Corp of Engineers]• This position required a Non-Sensitive Security Clearance (obtained). Worked with ACE as Owners Rep to evaluate contractors' P6 schedules for work performed at DOD facilities assigned to the Fort Worth District. Schedules would be evaluated against ACE "best practices", ACE software interface requirements, DCMA14 specifications, CPM analysis, and construction "best practice" standards.• Brought additional value by collaborating with the USACOE manager to begin developing an issue and photo- management application.

• Tasked to Project Manage the upgrade and implementation from P5 to P6-Client (EPPM) through P6 v. 14.1• Provided cashflow / forecast support for DFW International Airport Terminal Renovation Improvement Project (TRIP) – approximate project value $2.1 bn. • Project Manage upgrade and implementation from P5 to P6-Client (EPPM) through P6 v. 14.1• Worked directly with Civil (8) and Facility (8) Project Managers on a variety of projects ($2mm - $20mm each project) throughout the entire project lifecycle, including basic renovation to Greenfield projects as functioning PMO working with all levels of management to assure the schedule represents the work scope, technical sequencing, and Work Breakdown Structure (WBS) for effective communication to all team members and deliverables. • Collaborated with the senior project managers to develop project instantiation tools that offered a consistent methodology to better manage new and ongoing projects. Tool evolved into ADE-Office, an MS-Access based project data collection tool designed to interface with P6. It included Stakeholder registers, Issue Management, Risk Registers - Qualitative and Quantitative, Requirements Management, Traceability Matrix, WBS, as well as the ability to create and manage Programmatic Schedule Activities.• Regularly reviewed, evaluated, and performed schedule analysis on contractors' schedules for contract compliance.• Provided additional value by creating many simple to use tools. Two of these tools include Process Improvement (Lessons Learned); and Earned Value Analysis (EVA/EVM) which directly integrated/ interfaced with P6 (updated from Accounting Business Objects).