Mark Adams, MBA, PMP, LSS 832-***-**** abhtim@r.postjobfree.com

Professional Profile

Master in Business Administration (MBA), Certified Project Management Professional (PMP) and Lean Six

Sigma (LSS)

End to End global project management for enterprise software development, hardware implementation,

onshore/offshore services implementation, and facilities/land acquisition

Strategic leadership of management teams, sales people, marketing coordinators, developers, project

managers, quality engineers, user interface experience engineers, and business analysts

Professional Accomplishments

ment

Migrated all external and internal websites from Cold Fusion to ASP/.Net and SharePoint 2013 for the

American Bureau of Shipping (ABS). Budget $350K. Personnel count 10. Results: Removed security deficiencies

that had allowed hackers to bring down the site in the past for a day and a half.

Implemented redesign of the global American Bureau of Shipping website and commerce site to the Adobe

Experience Manager (AEM) platform. Project budget $1.2M. Personnel count 20. Results: Improved the Service

Engine Optimization (SEO) for the gateway to the majority of ABS’s core services and a heavily trafficked set of

public websites, increasing traffic by 15% within the first two months.

Implemented a SharePoint 2013 platform for ABS Group (Consulting), the for profit division of ABS,

including a proposal to project application and repository. Project budget $100K. Personnel count seven.

Results: A proposal to project workflow application that allows the collaboration and archiving of key government

and commercial project artifacts with interfaces to financial and customer relationship management applications

(Oracle GEMS and Microsoft CRM), which produced a 15% reduction in project costs for ABS Group.

Upgraded 65 applications to integrate with the global Oracle upgrade for Air Liquide. Project budget $1.4M.

Personnel count 30. Results: The 65 applications utilized by multiple departments from legal to engineering

continued to work after the global Oracle upgrade. In the course of analyzing the usage and redundancy of the

applications, several applications were retired producing a cost savings of $165K in annual licensing and

maintenance.

Project managed the implementation of a system for Phillips 66 that automatically captures terminal

inventory, tracking the levels and availability of clean products (fuels) via pipeline, marine tanker, and truck

loading stations. Project budget $4.3M. Personnel count 50. Results: Delivered on time and on budget. The system

enables inventory forecasting and the implementation of regional marketing campaigns that have resulted in a 12%

increase in sales over the six months post implementation.

Implemented the global upgrade of Shell Oil Company’s SharePoint from 2007 to 2010. Project Budget $120M.

Personnel count 100. Project manager responsible for shepherding the program (a super project) through the multi

tiered compliance stage gate process. Coordinated with over a 100 resources on three continents with multiple time

zones Results: The program was completed on schedule, on budget, on scope and met all stage gates including Tier

One Group Level approval.

Successfully completed hardware and storage cost savings via asset integrity, stacking and migration to the

cloud and other virtual environments. Cost savings achieved for the Global Commercial business unit $3.4M.

Results: Met cost savings expectations set by the global finance team.

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MARK ADAMS, PMP, LSS

Implemented the Manufacturing IT SharePoint 2010 Learning Management and Procedures application for

11 refinery sites. Project budget $300K. Personnel count 20. Sites implemented include Norco, Geismar, Deer Park,

Buenos Aires, Scotford, Puget Sound, Sarnia, Port Arthur, Convent, Martinez, and Mobile. Results: The refinery

sites comply with the audit requirements for their operational and emergency procedure training and instructions

defined by the British Petroleum oil spill in 2008, protecting Shell from possible litigation and improving health and

safety.

Consolidated the global infrastructure and software platform for three merged corporations of HUBWOO

(supply chain management exchanges) in the United States, France and Germany on time and on budget.

Budget $4.6M. Personnel count 50. Coordinated project teams to migrate Oracle to SQL and JAVA to a .Net

platform. Coordinated outsourcing to project teams in India and Belarus. Results: Integrated supply chain

management exchange in which customers (e.g., Total, Shell, Dow, Staples, Baker Hughes and Maersk) from the

three companies that became HUBWOO could transact seamlessly.

ent and Strategic Leadership

Increased sales revenue by 200% in nine months for a maritime catering and accommodations services

company (Cardinal Companies International). Annual budget $1.25M. Personnel count 50. Developed and

implemented the first strategic management plan and marketing management plan in the company’s eight year

history. Implemented a Customer First integrated customer satisfaction program for sales, accounts payable and

operations teams. Results: Increased the number of vessels supported from two to seven in a nine month period and

filled the sales pipeline. Revenue increased by 200% during the period. Decreased the cost of the sales team by 25%

during that span.

Co founded and implemented the intern to full time employee training program at HUBWOO. Recruited and

coordinated the development of intern developers, writers, administrative assistants, accountants, and sales

personnel. Results: Lowered personnel costs by 17% as the interns evolved into lower cost employees for entry level

to mid level positions.

Employment History

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MARK ADAMS, PMP, LSS

Jun 2014 Present American Bureau of Shipping (ABS) Project Manager, IMS Web Applications (Contractor)

Responsible for the cost, schedule, and scope for simultaneous major projects.

Dec 2013 Jun 2014 Air Liquide Senior Project Manager, IT PMO (Contractor)

Responsible for scope development through implementation of major projects.

Jan 2013 Oct 2013 Cardinal Companies International Director of Sales & Marketing

Responsible for setting the budget projections for the organization, the development of the strategic management plan and the day to day management of the

performance of the organization to meet those goals.

Sep 2012 Feb 2013 Senior Project Manager at Phillips 66 Senior Project Manager

Responsible for major projects (cost, schedule, and scope) from scope development through implementation and training.

May 2007 Sep 2012 Senior Project Manager at Royal Dutch Shell Senior Project Manager

Responsible for IT and business change projects, cost savings initiatives, the development and refinement of PMO offices in multiple divisions, and the performance

and growth of people in the organizations to comply, succeed and grow.

Nov 2002 May 2007 HUBWOO Project Manager

Responsible for release of all internal and external technology projects for a combined $21m budget.

Certifications

2007 PMP (Project Management Professional) by the Project Management Institute (PMI) (Active)

2008 LSS (Lean Six Sigma) by Sogeti (Active)

Education

2014 Graduate of Aspen University, Denver, Colorado, Master of Business Administration (MBA)

1994 Graduate of Austin College, Sherman, Texas, Bachelor of Arts (Philosophy)

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