Consulted to Manage Miller Coors Project, located in Golden, CO. Project was to renew 4 underground lines located inside the brewery, from 8” to 36” pipe. At a cost of $1.8M, the project had massive scope creep and I managed both the onsite Crews and Miller Coors to finish the project at a cost $5.2M.Key Highlights:Completed project with a 26% profit margin.Implementation of task management, scheduling, and cost control programs.Managed immense change orders in both bid form and T&M.

Contracted to assist in the completion of a five year integrity management program, which consisted of prioritization of high risk assets. The client was at an impasse in the identification process. Assisted and derived a resolution within 2 ½ months for presentation to internal/external stockholders. I was also asked to stay on board to help facilitate the implementation of my plan.Key Highlights:Obtained opportunity based on high satisfactory performance of former project with SDG&E in 2011 - 2012.Achieved extreme confidence from client resulting in the facilitation and implementation of the plan.

Assisted in the start-up of a US based security guard company with the basis of solely utilizing returning military personnel by reintegrating veterans back into the work force and provided stability, counseling, and support, when needed. Key Highlights: Assisted in sales and implementation of operations.Generated gross profit of $1.1M during first year of business.Established appropriate certifications with local, state, and federal government entities.

A western region company that specializes in pipeline, refinery, power plant, mechanical and industrial construction. Duties entailed scheduling, budgeting, and client and public relations. Specifically engaged to manage high risk projects reflecting under projected performance.Key Highlights:Time and cost management (i.e., initially project was 24% complete/49% spent and, by completion, the project was 89% spent and under schedule by 2 calendar months. Achieved out-of-the-box thinking and understanding of clients’ contract. Introduced a sustainable safety culture.

A global construction management, cost and risk analysis, scheduling analysis, and staffing. Extensive experience in construction operations to manage bi-monthly cost/schedule forecasting and real-time cost/schedule tracking for clients in the onshore and offshore oil, gas, petrochemical, pipeline, and power industries. Key Highlights:Leads up to multiple direct reports in managing projects across North and South America, Asia, Europe, and the Middle East. Ensures maximum quality assurance and control during the seamless execution of upstream, midstream, and downstream, and nuclear projects by conducting peer, construction, and safety reviews.Infused team with the tools and strategies to grow the company into a global leader through marketing programs and expanding awareness of the organization and through vast network of contracts worldwide.Developed a highly effective, state-of-the-art, cost-tracking tool and construction management system, successfully evidenced by historical data.

Brought on board to leverage oil and refinery construction expertise in the execution of $3.0M in Capex and Revex projects. Recruited, hired, trained 14 inspectors, and created comprehensive checklists to ensure that all construction was completed to BP and federal standards. Honed knowledge of reading construction prints, flow diagrams, PNID, isometric drawings, and trained as operations and logistics team leader.

Quickly promoted to oversee the construction operations of 19 land/sea terminals and 528 miles of pipeline. Concurrently assisted in the construction of two refineries. Optimized profitability through collaboration on capital prioritization, sustaining, LTO, and commercial by consequences versus probability reviews. SME for upstream and downstream issues and traveled internationally to resolve site issues. Took ownership of all US Pipeline and Logistics (USPL) projects across continental North America and South America following corporate reorganization. Trained and mentored five direct reports in a heavily matrixed-management system to ensure that all construction projects were executed on time, within budget, and according to specifications. Maximized profitability through expert management of P&L for each project, maintaining budgets and schedules to align with strategic market positions.

Worked up through the rank and file from a construction laborer to manage projects from northern California to Mexico, and east to Farmington, New Mexico. Created a foundation of high performance for teams of up to 350 union employees, ensuring that the construction of pipelines occurred on time, within budget, and according to all specifications and government regulations. Facilitated seamless delivery of services by establishing construction procedures/policies, staffing plans/work schedules, budgets, and reports to monitor all phases of construction. Key Highlights:Introduced a safety program that encouraged accountability, and led to zero OSHA-recordable accidents.Honored as Employee of the Year for 2000.