Tom Weathers Email and Phone Number

Project Management Office (PMO) leader and manager for Western Hemisphere operation. Responsibilities included management of complex and multifunctional projects, development and maintenance of the project portfolio and associated software, mentoring and coaching for Black Belts, and planning and delivery of the annual Lean/Six Sigma training plan. We made a difference by developing high potential young talent, execution on projects that had stalled or were challenging for normal operations, and providing insights in process gaps and waste.

As a critical element of the corporate Project Management Office in Ecolab this role supported training and coaching for Green Belts and Black Belts in addition to providing governance and guidance to the deployments across the company. In my role that assignment was to support the Energy division with review and guidance on projects, training candidates, and best practices for project management and the divisional project portfolio. This included building a training program annually and matching candidates, projects, and training needs to help deliver annual savings targets. I also coached all four Black Belts with in the division and three of the Green Belts.

Pivot of prior Black Belt role to key manufacturing issues for the Energy division. in this role I provided project management for key emerging business development in a polymer application. The problem emerged as scale-up from laboratory to full manufacturing scale was unsuccessful and a customer imposed deadline was fast approaching. The limitations were seen as critical business risks that put key business growth plans connected to the annual business plan in jeopardy. I led the team from an awkward starting point of having to insert as the new project lead, back up and properly define the problem and the project, and bring the team and the work forward through successful manufacturing at the plant scale.

Became the first Black Belt under there Global RD&E Enterprise Excellence deployment to wholly support the Energy division (Nalco Champion). This included normal project management targeting projects for process improvement, business enablement, and technical optimization for operational excellence. In addition, as the first representative in a new area I was also involved in building and prioritizing the project pipeline and engaging management for validation, educating leadership on the value of Enterprise Excellence, and being a liaison to help provide visibility to Corporate leadership in RD&E.

Manage the scale team that was integrated into Flow Assurance with an RD&E reorganization and continue managing the Engineering team from my previous role. This included facilitating engagement with the counterpart team in Aberdeen, Scotland to harmonize testing protocols, standardize common practices, both technical and operational, and manage JIP engagement where Nalco Champion partnered with leading academic institutions in scale research.

Manage the innovation portfolio for Flow Assurance and interface with global marketing. This included directing the evolution of a small engineering team that was integrated into to RD&E team for modeling and simulation support in customer applications of products.

Oversee RD&E portfolio for innovation and customer support work in the Flow Assurance segment of Oil Field Chemicals. Coordinate activities with global marketing group and interface with sales leadership.

Target development of new chemistry to improve the flow of heavy oil by creating a meta-stable emulsion or dispersion of oil droplets in water.