Managed underground maintenance team of 6 direct reports, 23 staff members, and 95 union tradespersons. Directed maintenance work selection, planning, scheduling, and work execution. Oversaw development and stewardship of maintenance $35M budget, including tracking and adjusting spending to meet budget requirements.Selected Accomplishments:• Completed nonmanpower cost analysis, reducing maintenance expense budget 26%.• Developed and implemented corrective actions, initiatives, and programs, improving safety, operations reliability, and maintenance performance.• Increased availability of field equipment 4.5% through optimization of maintenance outage windows, improved work management, and completing reliability investigations• Developed cohesive team by increasing leadership time in the field, using open communication approach, and interacting with all levels of the organization

Directed site reliability, process safety management, mechanical integrity, and turnaround programs. Identified and managed asset risks affecting mine and mill operations. Integrated process safety management into base business processes. Executed Process Hazard Analysis (PHA) as per corporate requirements. Selected Accomplishments:• Worked with site work groups, reducing risks by ensuring appropriate items were tasked. • Implemented A+ asset risk and reliability tracking system for communicating key risks to senior management. Used condition-based monitoring information, key performance measures, and spares availably for determining operational risk of high-priority assets• Developed, set-up, rolled out, and supported operational risk program for site used to make decisions and communicate the risk of these decisions to senior management; subsequently, used process to assist other company site with analyzing risks of postponing projects from major expansion turnaround outage. • Championed 5S lean events for mill lube rooms, improving cleanliness, organization, and performance.

Guided development, planning, and execution of site turnaround scope of work. Reviewed expansion project brownfield construction work packages to determine interferences and interactions with site turnaround scope of work. Represented site on Expansion Turnaround Management Team. Facilitated site daily kickoff and progress meetings during turnaround outage windows. Selected Accomplishments:• Coordinated activities of contractors and site tradespersons, minimizing conflicts, leveling resources, and optimizing schedule to complete scope of work within turnaround window. • Executed 3-month turnaround within budget and timeline, coordinating daily activities of 400 to 500 contractors and tradespersons on daily basis. Completed turnaround with no serious injuries and 1 minor recordable injury.• Reworked turnaround schedule and priorities when turnaround outage started 1 month early, with major failure in operating facility. Site turnaround scope of work was completed within the baseline duration and budget.

Managed and supervised of department 25 project engineering personal accountable for execution of site (mine and mill) capital portfolio, exceeding $70M per year. Owned, stewarded, and reported results of capital budget to Senior Management and Executives. Served as member of site senior management team. Mentored engineers-in-training (EIT).Selected Accomplishments:• Worked closely with project sponsors, resolving issues, escalating problems promptly, and attaining agree on expectations and roles / responsibilities at start of projects. • Functioned as site champion for use of engineering and project management standards and best practices. Ensured junior professional staff was trained on these standards and best practices.

Directed and supervised 8 mill project engineering personal and accountable for the successful execution of the mill capital portfolio exceeding $20M/year. Managed capital projects, from AFE preparation through to closure. Acted as the engineering approver for Mill Management of Change projects. Prepared budgets, schedules and resource allocation plans for multi-discipline projects. Liaised between operations, maintenance, technical groups and outside contractors.

Coordinated the mechanical, I&E, capital and maintenance expense activities within the scope of the annual turnaround. Supervised, directed and orchestrated the activities of turnaround planning, scheduling and cost control. Analyzed problem areas related to turnaround work flow to determine cause (procedures, systems, technical problems, personnel performance or process), define appropriate action and communicate recommended corrective actions. Scheduled and lead the turnaround meetings pre, during, and post-turnaround. Developed, controlled and regularly reported on the turnaround budget and schedule.

Facilitated Reliability Centered Maintenance (RCM) analysis. Identified and executed maintenance and reliability improvement opportunities. Provided engineering support and expertise to the maintenance department. Lead root cause failure analysis investigations.

Designed, cost estimated, scheduled and project management for pipeline facility upgrade projects. Quoted, created contracts for procurement of labor and materials. Applied and ensured new projects are installed as per regulatory requirements.

Analyzed results from plant-wide condition monitoring program and initiated recommendations to increase reliability of plant equipment with the use of vibration analysis, oil analysis, thermography and ultrasonic thickness testing. Conducted troubleshooting and recommended repair strategies for failed equipment. Designed, determined specifications, estimated, planned and scheduled maintenance and capital projects. Used statistical analysis to improve processes.

Designed, engineered, budgeted, created schedules for capital projects. Provided engineering assistance on maintenance projects and process problems. Used statistical analysis to improve processes