• Recipient of SI's Beacons award for steering Port Arthur LNG Ph I Project through FID & leading negotiations of the EPC Contract for Port Arthur full scale LNG project. Project cost $12 BB. EPC Cost $ X BB. Value negotiated $ XXX MM. • Leading development & implementation of strategies for portfolio (X numbers) of Net Zero, full & mid mid-scale LNG projects. • Developed & Implemented SI-Contractors Relationship Management Program (CRMP) for LNG Projects. The CRMP is being extended to 1). Net Zero Energy Projects, & 2). Mid-Stream Projects.• Served as SMEs for E&C Project Services team in developing & implementing newly adopted processes of SLNG Way & Capital Value Process (CVP) processes. Served as Mentors for Contract & Project Control professionals in E&C team.

Influenced a team of 10+ Project / Commercial Professionals and 20+ Engineering professionals on the successful completion of Nevada Roaster ($1BB Investment) Pre-FEED. Used ingenuity & collaborative support to deliver pre-FEED at only 10% of budgeted $. Negotiated & awarded EPC contracts for Goldrush project ($ 200 MM) & El Nino project ($ 100+ MM) with commercial structure inherently ensuring early project delivery on budget. Negotiated upfront cumulative savings of of $25+ MM and setting the projects up for successful delivery on budget & on schedule.

Influenced and led a team of 50+ Contracts Professionals, 250+ EPC Project professionals and delivered multi-billion in savings by settling outstanding claims across multiple contracts through unique organizational capability & innovative procedures, which were developed for managing complex claims avoiding otherwise expensive arbitration. Set best practice standards for high value complex claims negotiations.Instituted new operational discipline & oversight resulted in YoY improvements in settlement results; 2013 settlement rate was 40 cents to a dollar (down 20 cents from PY) & in 2014 $ 1.25 BB of outstanding claims were settled at a rate of 15 cents to the dollar. Overall $ 2.5 BB of outstanding claims were negotiated with a settlement rate under 20 cents to the dollar. All negotiations were handled internally resulting in a further cost savings by avoiding arbitration. This included assuming role of Project Manager of the disputed SOWs in getting the SOW completed first and then commercially closing the corresponding contracts.

Influenced and led a team of 10+ Contracts Professionals, 150+ EPC Project professionals and transformed Supply Chain Management (SCM) team into a high performing organization and led integration of Engineering & SCM functions to effectively manage scope change to produce desired results. Project cost $ 10 BB.Project managed $ 250 MM Owner's discrete scope of work & delivered all scopes on budget & one scope (turning basin re-dredging) under schedule.

Influenced and led a team of 10+ Contracts Professionals, 200+ EPC Project professionals in projects: Indonesian Deep Water Project. Project cost $ 7 BB. Developed & implemented innovative FEED contract model which led to an on time & on budget ($ 100 MM) delivery. Model required CTR to be developed by contractor before award & contract was managed using a strategic cost & schedule control plan.Darajat Unit III Project. Project cost $ 125 MM. Successfully delivered Darajat Unit III Project & Led mediation proceedings with EPC contactor & amicably settled claims of $ 89 MM at 10 cents to the dollar.

Directed, as Consortium Manager, 300+ EPC project professionals of consortium (S&W, HHI, & SUMITOMO) members to bring the otherwise delayed project to completion and commercially closing the Pha-Lai power project in Vietnam. Project cost $ 800 MM.Directed the consortium in preparation for counter claims against EVN (Client) to avoid liquidated damages payments of $50M+ which were imposed on the Consortium for delayed project completion. Lead the Consortium opposite the client EVN and rallied support from Consortium members starting with common cause of avoiding LDs followed with concerted efforts of respective scope completion expeditiously.

Represented Stone & Webster in Indonesia as Country Manager. Managed portfolio of S&W projects of $ 400 MM value. Portfolio included 4+ projects & an array of multinational clients. Darajat Unit II + North Duri Co-Generation for Chevron, Suralaya Project for PLN & World Bank & Wayang Windu for Deutsch Bank & Credit Suisse First Boston. For North Duri project, S&W & Chevron did not have to touch their contingencies as project was executed with excellence using unique project management strategy that included replacing Chevrons consultants SKM with S&W services

Mauratawar Combined Cycle Power Project. Nuova ChimiMontubi was consortium member accountable for construction of the entire plant and EPC for certain scope of works with total value of $ 250 MM .Developed a self-sufficient in-country engineering organization by hiring & training local engineers, planners & cost controllers. The in-country strategy saved cost, eliminated need for expensive consultants & developed local talent.