·                              Project/Program Management

·               Budget/Cost Management

·               Organizational Change

·               Business Development

·               Business Readiness

·               Risk Management

·                              Process Planning/Improvement

·                              Execution/Resource Planning

·               Procurement Management

·               Contract Management

·               Change Management

 

·               Project Controls

·               Communication/Training

·               Resistance Management

·               Team Building/Coaching

·               Research & Analysis

·               Client Management

·               Customer Service

 

EDUCATION

 

·               M.S., Project Management, Colorado Tech, 2007

·               B.S., Management & Organizational Dynamics, HRM, Davenport University, 2004

·               Associate’s degree in Supply Chain Management, Davenport University, 2004

·               Preparatory Class for Risk Management Professional Certification, 2015

·               Advanced Project Management in Primavera 6, Innovative Management Solutions, 2012

·               Certificate of Change Management, Colorado Technical University, 2007

 

PROFESSIONAL EXPERIENCE

 

CHANGE MANAGEMENT LEAD/RISK MANAGER, Chicago Bridge & Iron (CBI), Houston, TX                                                                         07/2014 – Present

 

Led successful change management and control initiatives for large and complex projects. Successfully planned and implemented strategies, processes and communication for change and risk management to control project changes during the Engineering, Procurement, Fabrication and Construction (EPFC) phases of a new $6.5-billion import/export Liquefied Natural Gas (LNG) facility for one of the world’s largest energy infrastructure construction companies.

·               Created, provided training and implemented Change and Risk Management processes to halt enormous project scope creep, schedule and cost overruns on a $1.5 billion Lump Sum project.

·               Developed and communicated resource skills and requirements needed for positions on the project.

·               Developed and communicated lessons learned to ensure future projects did not negatively impact margins.

·               Planned and implemented stakeholder training and communicated stakeholder readiness.

·               Planned, created, communicated, monitored, and controlled Risk Execution Plan, and Change Management Plan for a proposed $1.1 billion retrofit of an existing LNG facility in the early engineering and negotiation stage of the project.

·               Created Project Controls Plan for the $1.1 billion project in collaboration with other functional project managers and stakeholders.

·               Reviewed and edited several renditions of the $1.1 billion contract and its addendums to ensure all scope and cost was captured, and that control measurements and schedule were reasonable.

·               Planned, created, provided, implemented and provided training for Change Management Execution Strategy and Plan in close collaboration with engineering, commercial, construction, environmental, project management, and controls teams to monitor/manage change, and improved/created processes for a $6.5 billion project.

·               Coordinated the entire change review and approval process from start to finish. Gather analyze and review potential project impacts together with engineers and other technical specialists. Define performance/success metrics. Communicate possible future impacts.

·               Led, trained, and oversaw up to five direct reports and project colleagues to monitor, communicate, research, determine change, execute and input changes into Project Management Controls Software System (PMCS) on a cross-functional team.

·               Developed and communicated feature based software development needs for Agile projects being executed by IT.

·               Trained stakeholders on Change Management communication and approval processes.

·               Trained stakeholders on Risk Management communication and approval processes.

·               Introduced new processes and tools to maintain a culture of constant improvement.

·               Trained other project controls personnel on Work Breakdown Structure / Activity Coding integration between Primavera 8.2 (P6) scheduling software and the company’s enterprise management system (PMCS)

 

SELECT ACHIEVEMENTS:

Ø      Analyzed/revised Key Performance Indicators for clients, vendors, and subcontractors.

Ø      Discovered more than $140 million in poorly defined deliverables, saving company from a flawed contract.

Ø      Wrote actionable, targeted Change Execution Plan and Risk Management Plan for project scope / schedules / budgets.

Ø      Prepared communication materials including presentations, written communications and training identified within the communication plan(s).

 

SENIOR PROJECT PLANNER, Columbia Pipeline Group, Houston, TX                                                                           11/2013 – 03/2014

 

Developed strategic project management processes and reports to more efficiently and effectively improve company’s ability to repair and maintain more than 15,000 miles of natural gas pipelines.

·               Delivered essential project planning and scheduling guidance that included Stakeholder Management, Project Plan Coordination, Facilitation of Risk Analysis, Risk Mitigation, Team Integration and Communication on projects facing budget or schedule overruns.

·               Created processes, templates and guidelines for proposal development.

·               Facilitated cross-functional team meetings.

·               Prepared communication materials including presentations and written communications identified within the communication plan(s).

·               Prepared and performed project readiness assessments regarding the organizations ability to absorb change and to measure the level of engagement and preparedness.

 

SELECT ACHIEVEMENTS:

Ø      Led risk and change management and scheduling for two proposal projects valued together at $900 million.

 

ASSISTANT PROJECT MANAGER, The Beck Group, College Station, TX                                            01/2013 – 11/2013

 

Led near-year-long effort to develop an Earned Value Management System (EVMS) Program for two Defense Department facility construction programs with a total value of $750 million for a prominent construction, architecture, and real estate development firm.

·               Developed EVMS Program to ensure projects met all federal guidelines and regulations as dictated by FAR including project Work Breakdown Structure (WBS) and reports/metrics.

·               Facilitated Primavera 6 scheduling software integration.

·               Trained corporate personnel including engineers, managers and other stakeholders in the Lean Management Implementation Program that was purposed to introduce / enhance the traditional Design / Build approach and spanned multiple programs and projects to ensure Business Readiness and overcome Resistance to the new methodology.

·               Developed and communicated feature based software development needs for Agile projects being executed by IT.

·               Prepared ad hoc communication materials as required.

 

SELECT ACHIEVEMENTS:

Ø      Renegotiated five-year scheduling software contract from $1 million over 5 years to $100,000/year.

Ø      Mitigated up to $30 million in potential risk through proactive risk analysis, development of effective response and mitigation strategies, and use of Primavera 6 scheduling software.

Ø      Prepare and perform project readiness assessments regarding the organizations ability to absorb Lean Management as a new process and to measure the level of engagement and preparedness.

Ø      Introduced and overcame resistance to Lean Management Program execution processes and work culture.

Ø      Create and implement training strategies for the Lean Management Training Program.

 

SENIOR PROJECT PLANNER/SCHEDULER, Honeywell Automation, USA/UAE                               06/2012 – 01/2013

 

Led complex effort to correct the execution of the $1-billion communications, security, and MEP equipment portion for the construction of a $10-billion greenfield hydrogen sulfide/natural gas processing facility at a remote location in the United Arab Emirates. Project scope involved 550,000+ square feet and 16 buildings on a 9-square-mile campus, with materials, supplies, and equipment delivered from multiple vendors and countries.

·              Developed Work Breakdown Structure, Earned Value Management System, activities and related codes for the security portion of project including cameras, software, electronic access, alarms, emergency shutdown.

·              Developed Excel based budget management system to control/report commitments, costs, actuals, invoicing.

·              Demonstrated the need to change to manufacturing / shipping plans / processes including FAT / Pre-FAT to avoid late delivery of critical path security equipment and parts.

·              Analyzed risks, threats, opportunities and possible changes, and developed response and mitigation strategies. Monitored and reported on impacts.

·              Developed and communicated feature based software development needs.

·              Prepared ad hoc communication materials as required.

 

SELECT ACHIEVEMENTS:

Ø      Discovered fatal flaws in existing project management pathways by analyzing impacts to the communications and security phases that would have led to tens of millions of dollars in delays and overruns if left uncorrected. Led effort to recover project through a comprehensive review of management strategies, schedules, and budgets. Persuaded senior project management to recalibrate implementation, manufacturing, warehouse, and shipping strategies, enabling us to complete the project on schedule/within budget.

 

SENIOR PROJECT CONTROLLER, Universal Pegasus International, Houston, TX                            01/2010 – 06/2012

 

Created and controlled Engineering, Procurement, Fabrication, Construction (EPFC) schedules and finances at a $200+-million facility and pipeline construction project for an energy sector engineering, construction, and project management company.

·              Coordinated meetings and led teams to determine and mitigate project risks and changes, deliver permitting requirements, and facilitate lessons learned.

·              Developed / applied cost, resource, and schedule control tools in Primavera 6.7 (P6) and Microsoft Project 2007/2010 (MS Project) to determine critical path, risk, trends, and forecasting for reports to C-level executives.

·              Used project measurement methods, including Earned Value Management (EVM), Schedule of Values, and Percentage of Completion (POC) from start to finish to ensure teams completed projects on time and under budget.

·              Prepared ad hoc communication materials as required.

·              Trained other project personnel in the use of Excel.

·              Developed and communicated feature based software development needs for Agile projects being executed by IT.

 

SELECT ACHIEVEMENTS:

Ø      Promoted from Cost Controller to Senior Project Controller within the first 6 months.

Ø      Developed advanced, customized Excel formulas and macros that presented complex project data automatically in different formats, would save hundreds of thousands of labor hours.

Ø      Eliminated adverse contract language, avoided contractual missteps, and reduced litigation risk.

Ø      Selected by CEO to be the Corporate Sponsor and lead a team of eight that raised $10,000 for a charitable organization.

 

SPECIAL PROJECTS MANAGER, Kinder Morgan, Houston, TX                                                     02/2008 – 07/2009

 

Researched, analyzed, and managed the audit of 30+ corporate and capital projects with budgets over $20 million, and created Lessons Learned database from the results.

·              Created look-back analyses audit to study the impact of project process in combination with multiple other dynamics, such as implementation, economics, original estimate, scope change, planning, cost, schedule, quality, procurement, and contractor management.

·              Prepared ad hoc communication materials as required.

·              Communicated feature based software development needs to the PMO and IT.

 

SELECT ACHIEVEMENTS:

Ø      Led senior management team that identified key missing processes driving projects over budget/schedule.

Ø      Led rewrite of the Kinder Morgan Project Management Manual and participated in related training that redefined critical Engineering, Procurement, Subcontract, and Construction process guidelines for KM employees, contractors, and vendors.

Ø      Prepared communication materials including presentations and written communications identified within the communication plan(s).

Ø      Created and implemented training plans/presentations/strategies,

Ø      Uncovered high-potential risks and costs that I outlined in my 30-page analysis of a proposed $1-billion, 500-mile pipeline project that persuaded the company to forego the project due to environmental, budgetary and litigation risks.

Ø      Saved millions for company by investigating/correcting numerous cost overruns and poor internal controls.

 

DISTRIBUTION/PURCHASING/SALES MANAGER, Trevco Oil and Gas, Craig, CO                    01/2006 – 01/2008

 

Managed up to 40 direct reports (30 employees and 10 contract drivers). Directed sales, purchase and delivery of up to $20 million worth of fuel per week to drilling rigs and mines across a 3-state region.

·              Negotiated contracts to source drivers and sell fuel.

·              Reviewed employees’ performance.

·              Managed warehouse inventory and 20+ fuel tank sites.

·              Researched, analyzed, designed, trained, tested, and ensured transport driver awareness and compliance with OSHA, DOT and HAZMAT standards and regulations.

·              Reviewed client and subcontractor invoices for accuracy.

·              Developed and communicated feature based software development needs.

·              Reported directly to the company owner.

 

SELECT ACHIEVEMENTS:

Ø      Led the effort to reengineer the key warehouse and inventory controls processes that reduced losses to less than .5%, increased sales by 15%, and grew our market share.

Ø      Developed and trained drivers and warehouse personnel regarding the new inventory and controls system.

Ø      Trained drivers in Lean Management processes to create business readiness and overcome resistance to change in execution of delivery.

Ø      Created a more efficient and proactive system for fuel delivery that eliminated critical fuel shortages for drivers and clients, increasing our client retention to 99%

 

ADDITIONAL INFORMATION

 

 

COMMUNITY INVOLVEMENT

·               Vice President of Education for Iron Jaws, a local chapter of Toastmasters, 2015-Present

·               Chair for the American Cancer Society fund raising team, 2011-2012

·               Secretary of the Board for the Woodlands Writers Guild, 2009

·               Chaired, built and led Communities Overcoming Meth Abuse (COMA) – a grassroots movement that brought together members of the community and elected government officials, as well as health, education, and law professionals in the position to influence and bring about change that would impact awareness, laws, education and other practices that could influence and deter the prevalence of methamphetamines in the areas of Wyoming, Colorado and New Mexico. Through a strong marketing campaign and influential support, within the first year we were able to put in place services and laws that greatly impacted its sale and use. 2006 to 2007

·               Created and led team of community leaders and members to organize a toy drive and Christmas party for 30+ foster children and 70 parents, 2007

·               Materials Procurement Volunteer, Habitat for Humanity: raised $20,000+, 2003 to 2004