SUMMARY:

• Technically sophisticated and business - savvy professional whose history illustrates a proven track record for meticulous attention to detail, a natural gift when it comes to communicating with people, and a demonstrated ability to attract talent, lead, motivate, and manage mission critical, diverse resources from engineering / design and construction / development through customer service, the business, and efficient operations.
• A multifaceted leader with proven ability to manage very large, high profile, high-risk and complex cross-enterprise program and project initiatives. An outstanding Program Manager adept at improving operations to make a significant impact on sales and profits. Strong project director with track record of maximizing efficiencies with leading-edge technologies.
• As a strategic consultant with diverse construction, manufacturing, technology, business, and international experience, he is a true "outside-the-box" thinker with a talent for seeing “the big picture”, yet able to understand and participate in the underlying details which brings a fresh perspective to enterprise, project and / or process design and re-engineering initiatives alike. Extensive exposure to design, development and management of program and project offices for major corporations.
• Senior Project Management
• Project Planning & Development / Project Delivery & Contracting Strategy Integration
• Project / Program Management Office (PMO) Design, Planning, Startup and Oversight
• Program Planning
• Review and Manage Project Portfolios
• Process Design and Re-engineering
• Safety
• Risk Management
• Cost / Scope / Schedule Development & Management
• Strategic Planning & Development
• Communication Management
• Resource Management
• P&L / Budget Management
• Implementation / Deployment
• ISO / Quality Process Design & Development
• Facilitation of Business Requirements and Deliverables Definition
• Problem Solving & Decision Making Facilitation
• Personnel Leadership / Assertiveness for Managers Mentoring
• Business, Program, and Project level Workshop Facilitation
• Identification and Development / Mentoring of Project Managers

TECHNICAL SKILLS:

Tools: / Methods: Project Management Institute (PMI) Construction Industry Institute (CII) - Project Delivery & Contracting Strategy (PDCS) Construction Specifications Institute (CSI) Juran & Deming QIP / TQM Group Facilitation / Problem Solving Kepner-Tregoe Decision Analysis Joint Application Design (JAD) Microsoft Project / Office Suite Toolset Primavera / MS Project Scheduling ORACLE Primavera Unifier Indus PassPort Work Management SAP

Industry Application: Engineering & Construction Manufacturing Shipping / Inventory High - Tech Systems Integration Health Insurance Service Providers / Consulting Retail Banking Government International Business Energy / Power Industry

PROFESSIONAL EXPERIENCE:

Project / Construction Management Consultant

Confidential

Responsibilities:

• Based upon Project Management Institute (“PMI”) and Construction Industry Institute (“CII”) guiding principles, providing a repeatable, standard project management process to successfully deliver projects utilizing a consistent approach.
• Worked closely with MHPS-AMER resources in the overall work effort on approaches, strategies, processes, policies, procedures, standards, and guidelines.
• Perform gap analysis on existing process flow diagrams, policies, procedures, standards, and guidelines and facilitate any rework of existing procedures as well as development of new process flow diagrams and procedures in support of the PMEP initiative.
• Develop RACI responsibility assignment matrices. Define / describe the various cross-functional / departmental roles and responsibilities in completing tasks or deliverables for a project.
• Provide for the PMEP; familiarization with Procedures, Process Flow Diagrams, RACI Matrices, etc. Assist with the development of an effectiveness assessment and continuous improvement methodology.
• Manage / direct the development (utilizing a team of Oracle Consultants), roll-out and of 48 core PMEP Business Processes utilizing the Oracle Primavera Unifier project lifecycle management tool.
• Provide Primavera P6 Scheduling department oversight and direct the day-to-day operations for a team of P6 Schedulers.
• Assist the Business Process Management & Systems Integration department with development of corporate-wide synergies leveraging such tools as the Oracle Primavera Unifier, Windchill, etc.

Program / Project Management Consultant

Confidential

Responsibilities:

• Complete all aspects of planning process including authoring project plans and developing scope, schedule, and cost baselines.
• Manage all aspects of project including scope, schedule, cost, risk, procurement, quality, resources, communications, and stakeholders through use of delegates/support as applicable.
• Prepare or oversee project cost expenditure forecasts and progress evaluations/projections (including Earned Value Management) to support project performance and financial reporting requirements. Review project expenditures for compliance with project baselines and scope.
• Interpret and transmit project/contract requirements, and subsequent changes, to functional groups following an integrated change management process.
• Serve as single representative to customer, architect engineer, constructor and Westinghouse business areas in support of project. Interpret and transmit contract requirements, and subsequent changes, to functional groups.

Program / Project Management Consultant

Confidential

Responsibilities:

• Replace existing backup transformer cables powering plant safety-related 4 Kv buses and install grounding stirrups on primary and secondary links and connect to existing plant ground grid.
• Upgrade legacy Chemistry Department chemistry lab computer system hardware and software to eliminate the risk involved in relying on obsolete and outdated in-house developed software required for critical regulatory required sample data.
• Upgrade core Plant Process Computer System hardware and software with state-of-art ~$20M system utilizing a phased / in-parallel implementation strategy to minimize the risk compared to a one-time installation.
• Design and install a new 100 meter meteorological tower and upgrade existing obsolete meteorological system with high-availability, redundant and divisionally separated meteorological equipment at 10 meters, 43 meters and 100 meters elevations along with real-time meteorological data validation.
• Replace obsolete inverter and manual bypass switch and document change in plant configuration.

Project / Construction Management Consultant

Confidential

Responsibilities:

• Steam Generator Replacement Outage Project / Construction Manager - Facilities and OSG Disposal: Overall responsibility for development of Site Facilities mobilization and demobilization plan to accommodate approximately 800 additional on-site project personnel. Manage / provide oversight of the OSG Disposal Contractor’s design, engineering and material supply for transport shielding/ barriers, supports, closures, saddles, tie-downs and permitting for the safe US-DOT approved transport of the OSG components.
• Scope definition.
• Approving all specifications for procurement of materials.
• Reviewing and approving all procurement documents.
• Reviewing procurement scope changes.
• Preparing and / or reviewing equipment installation documents.
• Integrating changes to the project scope.
• Coordinating all implementation activities.
• Project / Implementation Manager N-3 & N-2 Outages: Responsibility for the management of the project team’s efforts as well as maintaining a communication link with key Company and Contractor personnel.
• Responsibility for the assignment of tasks necessary for project management and control, and for monitoring the progress of these tasks and monitoring the coordination of the activities of the various support groups and contractors working on project tasks.
• Review / Comment on Major Subcontractor Project Plans, Procedures, Work Packages, recommended Major Subcontractor proposals / contracts and other documents as required / applicable.
• Oversight of SGR installation Contractor activities.
• Verification of Installation Contractor contract compliance.
• Support Site-Contractor interface during all on-site activities.
• Compliance with cost and schedule goals.
• Support of inspection / Surveillance activities by Quality personnel.
• Implementation of Xcel Modifications.
• Provide Plant / Stakeholder Interface: Executive Oversight Committee, Outage Management / Readiness Reviews, Schedule Development and Review, Quality Assurance, Radiation Protection, Security and Information Technology.
• U2 SGRP Risk Manager: Responsible for maintaining the risk profile and implementation of contingency plans or compensatory actions as required. Work closely with the Installation Services Contractor for the development, review and approval of a Project Risk Analysis and maintenance of a Risk Management and Monitoring Plan.
• Develop U2 SGRP Executive Oversight Committee Charter.
• Preparation of integrated project status and financial reports for Management.
• Establish a Communications Plan for informing internal and external stakeholders of status, progress and other important project information.
• Project Management Plan Development: definition of project scope organization chart and responsibilities, financial structure, milestone schedule, general description of work to be done, description of required reviews and approach to project controls and project reports.
• Manage development and issuance of the Installation Services scope of work, RFP process, facilitate bid evaluation and analysis and oversee / facilitate negotiations and contract ; equating to 48% of the overall Project Delivery and Contracting Strategy.

Project Management Consultant / Project Office Manager / Project Commercial Manager

Confidential

Responsibilities:

• Assigned to step in as Project Manager for the Energy Supply Transition (sale of Utility Engineering Affiliate) and PMP Execution / Rollout project (online project management system) initiative that was approximately two (2) years in progress; the initial Project Manager left the company. Responsibilities included working closely with the project team and senior management stakeholders to evaluate the direction of the project in relation to initial requirements and the expected deliverables and provide recommendations for corrective action.
• Key person assigned to assist E&C with the creation of a “Project Office” strategy and rollout plan along with the development of a “Six-Step Project Management Process” utilizing one of the major capital projects as the beta endeavor to further develop and document the approach and then to replicate across newly approved project initiatives.
• Project Framework: provided support for the development of uniform policies, procedures, standards and guidelines to detail the “Six-Step Project Management Process” and capture the workflow.
• Project Approach: utilize the CII Project Delivery and Contracting Strategy integration as a key project development / documentation tool.
• Define the capital project organization structure and identify the minimum project staffing resource role requirements.
• Develop commercial roles and responsibilities to encompass scope creation through procurement, contract administration and closeout.
• Ensure project cost planning & controls structure exists to meet FERC, MNPUC and Capital Asset Accounting defined requirements.
• Provide standardized project administration process, procedures and manual.
• Aid the E&C group in development and migration to Primavera E/C as the tool for project schedule planning and control.
• Assist with establishment of an Energy Supply Major Project Performance Scorecard.
• Assisted Project Managers / Directors for three (3) major capital projects (combined budget in excess of $2 billion) with the creation of a “Project Office” strategy and rollout.
• Provided Project Office management and support to the major capital projects with responsibilities to manage the performance and direct / mentor / train the Project Office staff including Commercial Services, Project Controls (Cost & Schedule), Administrative Services, Capital Finance, QA/QC, Auditing and contract personnel to meet the goals of the E&C policies, procedures, standards and guidelines.
• Lead High Bridge Combined Cycle (HBCC) project (total budget = $400M+) benchmarking, development, baselining, and escalation of continuous process improvement recommendations for E&C Capital Project Management policies, procedures, standards, and guidelines.
• Project Commercial Management: provided leadership and direction, applying construction project contract expertise in the areas of supply / materials / equipment, supply and erect, professional services, construction services, procure and construct and EPC / Turnkey contracts.
• Sole responsibility for combined major capital project contracts portfolio exceeding $400 million with a single EPC / Turnkey contract value of $220+ million.
• Assist E&C with the development, implementation, and management of a fleet-wide strategy and tactical approach to supporting the acquisition of equipment and services for capital projects within Energy Supply.
• Provide sourcing services and contract administration of the commercial terms & conditions, insurance / risk management, liens & claims negotiations, expediting, contract tax liability oversight and change order processing.
• Manage development and issuance of the respective RFQ / RFI / RFP process, facilitate bid evaluation and analysis and oversee negotiations and contract . Single project savings of $60+ million through innovative contracting strategies.
• Assisted Energy Supply Environmental Services department to develop policies and guidance on demolition / remediation and new construction activities and how it affects tracking and reporting for the Toxic Release Inventory (TRI).
• Member of major capital project receiving the Voluntary Protection Program Star / from OSHA (1st in MN on Construction project) for its unique safety management program and safe work record; reached the 250,000 work-hour mark without a lost time accident.

Business Process Design / Re-engineering Consultant

Confidential

Responsibilities:

• Portfolio analysis: define existing work / effort and develop a strategy for reining in runaway projects, minimizing slippage, and obtaining quick results while still maintaining the long-term enterprise strategic vision.
• Provided recommendation for re-engineering of existing Product Load process / workflow to position for an efficient, accelerated future growth while reducing overall costs by more than 60% along with advice on personnel / resource assignment and restructuring.
• Prepared and presented approaches for Product Load department specific metrics creation, time tracking, project prioritization, scheduling, progress reporting, change control and task tracking processes. Acted as PM for initial rollout of departmental time tracking system.
• Created Product Load Department Steering Committee charter including an enterprise-wide collaboration approach for better communication, planning, forecasting, executive management reporting, and general strengthening of cross-departmental business relations.
• Defined new Outsource Vendor Engagement / Relationship Management and Quality Auditor roles and supplied ongoing support for position responsibilities in the absence of actual staffing resource.

Managing Director / Part-Owner

Confidential

Responsibilities:

• Provide outsourcing of high quality eBusiness software development, hosting and engineering / support services affording Western clients at least 50 percent in savings.
• Leverage shortfall of world-class software professionals in United States and Western Europe in combination with access to Ukrainian resource pool of highly skilled and experienced IT Professionals, low labor costs and hunger for new exposure; emerging Ukrainian and eastern European companies seeking to achieve proven Western standards, customers and investment.
• Design and Implementation of a World-Class Network Operations Center (NOC) in Kharkov, Ukraine, including data / telecommunications, Information Technology solutions and equipment hosting with the goal of providing quicker to market customer solutions (no infrastructure to build) while controlling ongoing operations and maintenance costs.
• Act as liaison between Ukrainian Information Technology engineering / design / programming / testing staff and United States customers.
• Provide on-site sales and consulting services to both new and existing customers.
• Co-Manage Company Sales, Marketing, and Operations.

PMO Consultant, Infrastructure Program Manager

Confidential

Responsibilities:

• Analysis, design, implementation, communication planning, and of all necessary components required to integrate projects, manage the portfolio, control functions, and successfully deliver Confidential business objectives.
• Creation of metrics
• Portfolio management (enterprise-wide collaboration: project planning / prioritization, project funding, dashboard reporting, project scoring)
• Program and project governance (status report reviews, project quality reviews, executive funding approval committee reviews)
• Confidential specific program and project methodologies (project lifecycle, TQM / Continuous Improvement Process, etc.) for project management lifecycle process
• Program Manager: Manage numerous enterprise strategic infrastructure integration portfolio initiatives (Siebel CRM, ASP, etc.). Responsibilities including but not limited to requirements generation, managing the vendor relationship, CBA, SLA development/negotiation, along with the application of fundamental project management principles. Project manage up to 8 project teams ranging in budget / resources from $250K / 5-7 resources to $75M+ / 50+ cross-country resources.

EPMO Consultant

Confidential

Responsibilities:

• Set strategic direction and vision for a “quick-start” Project Management Office startup, including but not limited to portfolio analysis, requirements and communication management process / plan(s) formulation, and general streamlining of existing process / workflow to position for an efficient, accelerated future growth.
• Technology processes and staff organizational restructuring analysis, recommendation, and subsequent rollout; staffs of 25+.
• Creation of a Technical Help Desk complete with issue and defect tracking, call statistics, and an effective model for tier I, II, and III levels of technical infrastructure and applications support.
• Design, develop, and put into practice a complete candidate selection and interview methodology that covers all aspects of the technical hiring process from phone screening to the formal interview.
• Prepare curriculum and administer Project Management / Continuous Process Improvement to all Information Technology Department employees.
• “Defining the Work (Requirements) - Goals & Objectives”
• “Project Communication & Status Reporting”
• “Quality - Meeting Customer Requirements & Expectations”

EPMO Manager, Senior Project Manager

Confidential

Responsibilities:

• Consulting on best practice project management methodology to include: streamlining communication, vendor / relationship management, enabling risk management, cost reduction, minimizing slippage, managing organizational resource utilization, and establishment of project prioritization to name a few.
• Provide recommendations for “Business - Technology Partnership Model” enhancements including Information Technology work / process flow efficiency and standardization augmentation, strengthening of business / technology communications, effective executive management reporting, and personnel / resource assignment and restructuring.
• Interim EPMO Manager: Key individual for the development of an enterprise Project / Program Office definition, mission / vision, plan, startup, and strategy for obtaining quick results while still maintaining the long-term vision.
• Rein in the runaway projects
• Assist project start-ups and establish an estimating and risk process
• Review and manage the project portfolio
• Conduct project reviews and audits
• Organize and manage the resource pool
• Identification and development of project managers
• Establish and enforce a project management process
• Senior Project Manager: Lead major corporate strategic initiative for the business and operations areas analysis and requirements gathering, planning, contract / vendor negotiations, recommendation, and implementation of a NSF/Overdraft process rework equating to an estimated $9 million annual increase in revenue and a ROI of less than one year. Directed 35+ member team consisting of executives, senior / staff managers, and line personnel across the Operations, Business, Compliance, and Technology areas of the corporation through systems and business / operations process and procedures re-engineering while adhering to all local, state, and federal compliance regulations.

Program Manager, Network Voice / Data Manager, Offshore Relationship Manager

Confidential

Responsibilities:

• Manage, support, and mentor staff of 8 engineers in their personal and professional and development needs.
• Manage project portfolios for 30+ customers on day-to-day basis with single project budgets up to 2 million dollars.
• Provide on-site sales and consulting services to both new and existing customers. Added $500K+ revenue in < 8 months.
• Give significant advice and counsel, information and/ or analysis on budgeting and tactical and strategic planning to company owners.
• Leadership for a staff of professional and all technical employees providing project initiation, review, estimation, and management support.
• Act as a liaison between internal upper management, engineers, and to the external client / customer.
• Model quality practices and set in place procedures, standards, and practices to ensure that continuous improvement takes place.
• Ensure all projects are finished on time as stated in the original proposal and meet or exceed customer requirements.
• Provide hands-on design development and review / approval of all engineering plans.
• Manage the life-cycle development process for offshore application development, web databases, e-commerce, and CRM solutions.
• Primary Customer Service contact for issues resolution and project initiation.

Senior Project Manager

Confidential

Responsibilities:

• Over the course of 15 months, overall leadership and ability to successfully direct large, complex corporate projects led to managed staff levels of over 75 employees and 20+ million dollar portfolio.
• Completed major 333-person week corporate Y2K initiative in 27 weeks. Managed 50+ employees and $1,000,000+ budget. Critical application was replaced on time, under budget, and within compliance of the “Health Insurance Probability and Accountability Act of 1996”and all other Departments of Labor, Health, and Human Services legal obligations. Less than one year ROI. Effort recognized by senior executive mgmt.
• Lead highest priority, most complex strategic initiative project spanning the entire corporation; all departments and 26 states. Responsible for staff of 75+ executive, professional, and technical personnel and $1.5 million in hardware upgrades. This complete overhaul of the company’s network infrastructure involved alterations to network, workstation, and printer hardware as well as core business applications and processes allowing the corporation to move forward with desperately needed upgrades / enhancements to critical business applications and processes and the elimination of three overhead staff positions.
• Instrumental leader in development of the corporate project methodology / life cycle. Company benefits included a consistent technical and business process for effectively managing corporate initiatives.

Process Control Engineer, Project Engineer, IT Manager

Confidential

Responsibilities:

• Division information technology manager / program director responsible for strategic planning, budget, and divisional technology project and process portfolio along with a 34 million dollar corporate Y2K initiative.
• Provided business continuity and disaster recovery planning and testing support services to all lines of divisional business.
• Prepared, recommended, and received approval for step-by-step business and process systems and infrastructure improvement plans for $2.8M+ of state-of-the-art upgrades and additions (part of enterprise-wide 100+ million dollar process portfolio improvements). Responsibility for budget, procurement, vendor negotiations, and management of all personnel including sub contractors. Projects completed on time with budget savings in excess of $450,000.
• Provided design, planning, and project management for construction of $250,000 state-of-the-art computer data center. Managed corporate civil, mechanical, and electrical engineers as well as five sub contractors. Project was completed under budget in less than four months.
• Managed major $1.3M infrastructure upgrade project turning dilapidated, limited, outdated, and error-prone process controls and business network into a high-tech fiber optics infrastructure. Negotiated purchasing and subcontractor procurement resulted in $290,000+ savings.
• Project Engineer / Staff Manager for three major pulp and paper machine process application upgrades with a total budget in excess of $1,340,000. Management of four application vendors, four Corporate Information Systems Groups, and Corporate Research and Development personnel. Recognized benefits were reduced potential for unexpected paper machine downtimes costing the company $15,000 to $20,000 per hour in lost time, tens of thousands of dollars per year in lost product / re-shipment claims, and approximately $50,000 per year in labor.
• Member of Juran Quality Improvement Project (QIP) team, using Juran and Deming quality concepts / tools / methods to lower specific defects in paper quality with an entire Paper Machine line / process equating to savings in excess of $280,000 per year.
• Appointed to several corporate level Kepner-Tregoe (KT) “Problem Solving and Decision Making” teams / committees:
• Determination and implementation of corporate / enterprise Technology and Process Control standards.
• Development of near and long term enterprise technology goals, objectives, and subsequent measurement methods dovetailed to the enterprise specific mission and vision decrees.
• Selected as key divisional resource to assist in steering safety excellence to exceed corporate goals utilizing the DuPont behavioral based observation program - Safety Observation Program (STOP). STOP trainer.

Computer Analyst / Programmer, Project Manager

Confidential

Responsibilities:

• Core team member in ISO9001 and . Certified ISO9000 instructor.
• Established and managed 24/7 help-desk operation serving 200 employees.
• Design, development, and installation of major process control and business network infrastructure expansion.
• Hand selected to participate in Kepner-Tregoe (KT) decision analysis . Acted as trainer for company personnel.

Computer Programmer / Analyst, Project Manager

Confidential

Responsibilities:

• Conversion of 85,000 square foot product storage warehouse manual inventory procedures to a state-of-the-art barcode / scanning system; necessary physical inventories taken were cut by one third, elimination of manual data entry, and ultimately reclaiming hundreds of hours per month lost time searching for product due to human error.
• Project / Leader: design, development, installation, in multilingual environments, and support for conversion of a 100% manual shipping operation to a fully automated shipping / tracking system; corporate labor-savings of 35,000+ man-hours per year (or $420,000 @ $12.00/hour) across four divisions with less than one year ROI.
• Project Manager for integration of third party tax rate tables into corporate tax accounting systems eliminating thousands of dollars weekly of inaccurate United States and Canadian tax calculations.

Financial Management Specialist

Confidential

Responsibilities:

• Evaluate the adequacy of all facets of accounting and finance operations for effectiveness and compliance with established internal controls.
• Served as USAF Academy Chief of Commissary Division in absence of supervisor.
• Acting as beta systems liaison to higher headquarters, advised senior USAF officers on beta systems results for new technologies.
• Consistently recognized for leadership and performance abilities.
• Recognized for being among the top 10% of the USAF enlisted force four-year career.

Operations and Personnel Supervisor

Confidential

Responsibilities:

• Managed materials estimating and evaluation / negotiations for $500,000 in weekly Road Construction product purchases. Directed 50+ employees.

Operations Manager / Co-Owner

Confidential

Responsibilities:

• Responsible for employee recruiting, hiring, and .
• Negotiated volume raw materials purchasing contracts with multiple vendors resulting in $30K annual savings.
• New product development increasing average annual sales by 32% ($240K over three years).
• Developed marketing strategy to include designing and instituting new company trademark logo and labeling, participation in TV advertising campaigns, and the establishment of Retail Outlet dealerships.
• Manage Sales, Marketing, and Operations within applicable OSHA regulatory guidelines.