Experience

TritenIAG

• United States
• Oil and Gas
• 1 - 100 Employee

• Senior Project Manager

  • Jan 2022 - Present

  Drive execution strategies that provide the highest likelihood of success given a project’s unique risk profiles, location factors, contractor capability and engineering complexity. Implement execution strategies that include EPCM, lumpsum and Integrated Project Management Team. Drive execution strategies that provide the highest likelihood of success given a project’s unique risk profiles, location factors, contractor capability and engineering complexity. Implement execution strategies that include EPCM, lumpsum and Integrated Project Management Team.



aeSolutions

• Automation Machinery Manufacturing
• 100 - 200 Employee

• Process Safety Technical Project Manager

  • Oct 2020 - Mar 2022



Burns & McDonnell

• United States
• Construction
• 700 & Above Employee

• Senior Project Manager

  • May 2018 - Jul 2020

  Senior Project Manager delivering the development and execution of construction for the engineering, procurement and construction of heavy industrial projects in the refining and petrochemical industry. Responsible for directing and coordinates activities of several disciplines on projects of moderate to large scope or a combination of smaller projects. Initiate and assist in Prime Contract negotiations and management of execution. Drive project planning, budgeting, and establishing critical project objectives. Key role in FEL/FEP process and/or proposal effort and managed the project through close-out.



Consutlant

• Houston, Texas Area

• Business Process Advisor

  • Apr 2014 - May 2018

  Led the design and implementation of budgeting, planning, continuous improvements and reporting processes across all levels of the organization with sustained results. Provided executive coaching in the establishment of performance metrics. Led the design and implementation of budgeting, planning, continuous improvements and reporting processes across all levels of the organization with sustained results. Provided executive coaching in the establishment of performance metrics.



Fluor Corporation

• United States
• Construction
• 700 & Above Employee

• Project Manager and Interface Manager

  • Jan 2012 - Apr 2014

  Served as Interface Manager for a $8B ethane cracker and derivatives projects portfolio, responsible for integration of deliverables from 3rd Party Main Automation Contractor, 3rd Party Licensors, 3rd Party Engineering Services Provider and Managing Main FEED Contractor. Served as Integrated Plant Process Control Project Engineering Manager for Project Plant Automation System responsible for consistency, optimization and standardization across all new and existing units.

• Nation Account Manager

  • Apr 2007 - Jan 2012

  Served as National Sales Account Manager achieving 500% market growth of US strategic accounts. Team Lead for sales and operations charges with identifying, pursuing, and developing opportunities with new and existing customers.Served as Proposal Manager responsible for strategy, internal communications, risk analysis, commercial approaches and estimates, commercial reviews, contract negotiations, client reviews and project close out.

• Lead Process Control Engineer

  • May 2001 - Apr 2007

  Served as Area Leader and Field Engineer for multiple projects responsible for estimates, managing manpower, project status, and client and interdisciplinary communications.Served as Process Control Engineer for all project phases including scope definition, FEL, detail design, and construction/start up for both upstream and downstream operations. Managed the development of P&ID's including the final review of P&ID's to ensure all systems and specifications comply with client requirements and current engineering standards.



TOSCO Refining

• Wilmington, California

• Team Lead

  • Sep 2000 - May 2001

  Led a team to improve profitability at the TOSCO Wilmington Refinery by reviewing alternative strategies to meet future hydrogen demands including new technologies, new build, and fence-line purchase. Led a team to improve profitability at the TOSCO Wilmington Refinery by reviewing alternative strategies to meet future hydrogen demands including new technologies, new build, and fence-line purchase.