Managed all aspects of the newly formed electrical / I&C division of TFS. Tasked with developing this division, leveraged existing customer relationships and aligned the business with multiple semiconductor opportunities. Awarded over 70% of projects bid and executed at a high level, and above booked margins. Ultimately, this grew the division to over 200 employees and over 18 million dollars in executed contracts in under three years.

– Hired to support development and growth of the automation group and existing engineering staff. Mentored the team using a LEAN approach and proven strategies utilized on previous projects. Integrated Project Delivery (IPD) and solid business development enabled $1.2 million in new projects within 6 months, strengthening our presence in the Semiconductor sector. Championed all new account acquisitions across the western region, growth that eventually substantiated the opening of a second office in the Phoenix area and the formation of the TFS Electrical/I&C division.

Through existing customer relationships and contacts, this provided an avenue to form an I&C company with minimal funding and opportunities in place. Partnering with key associates and acquiring experienced engineering, technical and managerial staff, the company established itself as a leading system integrator in the oil and gas industry very quickly. Traveled extensively to the Middle East to support operations for the installation of automation and electrical systems associated with oil and gas land based drilling rigs. Trained and supported staff and local (Turkey/Iraq) engineers and technicians in troubleshooting problems, code (software) updates, process knowledge, and hardware upgrades.

Western Region Sales Manager – Promoted and moved to GE Energy in support of Automation Services, GE Power and several other business entities. Responsible for overall budgets and provided technical support for the 27 Regional Account Managers in the western US, Canada and Mexico. Responsibilities also included customer interface for any technical issues, proposal and estimate review, commercial strategy, and project margin decisions. Inquiry to Order Leader (Account Manager) – ITO division enacted to increase consistency and accuracy in estimating, effective pass down to construction or OTR (order to remittance) team, and normalization of customer relationships. The division consisted of eight team members, all top performers, managing different regions and countries that GEAS focused on. Responsible for estimating (or leading estimating teams when required), proposal development, margin recommendations, and customer interface on opportunities within the region or country. Developed the initial estimating and proposal templates used by the team. Project Manager/Engineer – Project Engineer at FAB 23, 32 and MOS 12 where I managed DRB cost impacts, instrumentation specifications, start-up, green tag activities, and procurement of control panels and instrumentation. Project Manager on FAB 22 and several UPW projects. Ranked as a top performer on annual employee evaluations multiple times.

Hired during construction phase to manage technical issues, oversee the control system installation and start up activities. Also contributed in setting up the initial operating budget for test equipment, PLC and instrument spares, tools, consumables, etc. for the sustaining group. After FAB systems were transferred to the owner, provided control system design upgrades, developed calibration procedures, taught process system functionality and troubleshooting techniques to field technicians.

Shift 4 Group Leader responsible for the facilities support equipment, including monitor and control, repair and maintenance, system modifications and documentation revisions. In addition, the Champion for several facility process systems such as FAB make-up air, scrubbed exhaust, and the Volatile Organic Compound Abatement System. Developed and published several technical documents that apply to these systems today.Emergency Response Team – Primary responder to all emergencies, including chemical spills, fires and medical. Qualified in all emergency procedures including CPR, emergency first aid, chemical spill, SCBA, airline respirator, confined space, gas pad ERT and a multitude of others. This role coincided with the above group leader position.

Designed and managed several government and semiconductor projects in the southwest. Provided start-up support on several DOD, DOE and Intel projects. Became knowledgeable with many PLC and instrumentation manufacturers, and gained substantial process experience. Began programming, and subsequently, fluent in multiple PLC software packages.

Petty Officer Third Class/Electronics Specialist - April 79 to April 83Maintained and repaired shipboard communications systems, meteorological instruments, and satellite navigation systems. Operated under a secret security clearance.RF and Data Technician 1983-1984Stationed at the Fort Irwin National Training Center in California, repaired and maintained long-range video equipment, encrypted transceiver systems and several electronic systems that were (at the time) leading edge technologies. Spent much of my time reverse engineering equipment recovered from battlefields in Afghanistan. Operated under a DOD classified security clearance.