Michael RAY Kennedy

ENGINEERING AND PROJECT MANAGEMENT

**** ********* *****, ********, ******** 60014 / 470-***-****

acahn7@r.postjobfree.com

EXECUTIVE PROFILE

As an engineering and project management professional it is my objective to

facilitate strategic planning to provide the necessary leadership,

planning, direction, organization, coordination and control to meet the

operations and profit goals of the company. Further, it is my key purpose

to ensure projects are accomplished within prescribed time frame and

funding parameters by performing the following duties personally or through

subordinate supervisors. I am a results-driven and seasoned construction

and project management executive with extensive hands-on continuous process

improvement and general business experience. I am a proven leader and

strategic thinker, with excellent interpersonal touch and an uncompromising

integrity that prefers a results oriented team approach. I am a measured,

practical leader with proven management and collaboration abilities. I

consistently demonstrate excellence in strategic planning, while

successfully bringing technically complex programs and projects to

fruition.

PROFESSIONAL EXPERtise

Cost Reduction & Profit Optimization Quality and Performance Improvement

Corporate Quality Assurance Program Budgeting and P&L Management ($200MM)

Strategic and Tactical Planning Capital Forecasting and Planning

Process & Performance Improvement Continuous Process Improvement

Relationships and Teambuilding Departmental and Project Management

Capital Management Planning and Corporate Engineering Management

Roll-Out Lean Management and Six Sigma Process

Process Development and Improvement

MANAGERIAL ACCOMPLISHMENTS

. Recognized for consistent success in developing IMERYS systems, plans,

and procedures to streamline corporate and client operations, improve

processes, and enhance performance.

. Efficiently managed Columbian's operational strategies and directed

enterprise implementation projects flawlessly while consistently

delivering desired results and contributing to revenue producing

activities.

. Produced substantial cost savings, optimized systems, and successfully

utilized IMERYS technology and engineering solutions to maximize business

efficiencies in a variety of intensely competitive industries.

. Developed and implemented a Global Process Optimization System for all

eleven (11) Columbian Chemicals manufacturing facilities yielding an

annual, after expense, savings of over $9.8MM in Natural Gas consumption

and $8.7MM in Feed Stock fixed cost.

. Strategically executed a substantial number of significant Corporate

Purchasing Contracts with Columbian's Electrical, Instrumentation, DCS,

and PLC suppliers, saving the company approximately $4.8MM on annual

Capital Purchases.

detailed work history

CO-FOUNDER AND PRIMARY MANAGER OF PROJECTS

December of 2011 to Present

Advanced Project Management Solutions LLC, Atlanta, Georgia

APMS helps our customers by providing the very best in professional

training and practical project management services. Drawing from a staff of

technical, financial, and managerial experts in their fields, APMS provides

practical guidance for corporate decision-makers by developing a clear and

unambiguous spending plan and strategic management solutions to help

redefine capital project development and administration. Advanced Project

Management Solutions bridges the gap between the theoretical aspects of

project management and the practical side of this key managerial function.

Functioning as the company's Primary Manager of Projects, it is my

responsibility to facilitate the following duties, on behalf of the company

and its employees and customers.

. Plan, develop, and implement strategies for generating new resources

and/or revenues for the company.

Identify APMS business development opportunities and direct

implementation activities.

. Provide strategic and/or administrative direction and management in all

functions to include: accounting, business development, technical

services, facility management, human resources, marketing, and risk

management.

. Direct APMS's operations, in order to achieve and improve on sales,

profitability, cash flow and business goals and objectives.

. Review APMS activity reports and financial statements to determine

progress and status in attaining corporate goals, while revising

objectives and plans in accordance with current conditions.

Develop and/or approve APMS operational strategies, practices,

procedures, policies, guidelines, and standards.

. Promote a success-oriented, accountable environment within the company.

. Evaluate the performance of APMS managerial staff for compliance with

established policies and objectives of the company and contributions in

attaining objectives.

. Lead and direct the APMS leadership team, serving as the principal of

the group.

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SENIOR MANAGER, ENGINEERING AND PROJECTS

December of 2010 to December of 2011

HIC Engineering and Construction Inc. Atlanta, Georgia

Recruited to this position by the President/Owner, who was seeking an

acquisition for his company and a path for his eventual retirement. I was

offered a promising financial opportunity and an equity stake in this

turnaround/developing EPC business as a partner to the President. Served in

management of this specialty engineering and construction firm, with

responsibility for both engineering and construction activities.

. Grew the business from less than $3 million to $7.5 million in my first 9-

months.

. Developed and monitored budgets, financial plans, and policies, while

operating within budget every month.

. Analyzed existing engineering resources and methods, deploying strategic

corporate improvement plans.

. Successfully completed twice the number of new EPC projects, during the

first three (3) quarters.

. Reduced the size of project staffing by 1/3 of its previous scale, while

improving HIC's engineering and construction performance at the same

time.

. Improved the innovation process as evidenced by new company

specifications and design standards.

. Developed excellent relationships with other larger EPC firms, which led

to several new joint venture projects, shared technology, and common

customers for the company.

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MANAGER, Capital Engineering and operations

July of 2006 to December of 2010

IMERYS Carbonates Inc. Roswell, Georgia

Promoted to this position with accountabilities for oversight of global

activities from conception through start up of both internal and customer

driven capital projects, developing new and improving existing

manufacturing capabilities, budget and strategic planning, and facilities

management. Provide leadership to 26 including managers, engineers, and

technicians. Responsible for average annual budgets totaling more than

$200M.

. Developed and implemented safety rules and systems that resulted in zero

recordable accidents for the last three years.

. Reorganized a North American group into one with global responsibility in

response to dramatic sales growth with no increases in staff and a zero

increase in expense budgets.

. Introduced Lean Manufacturing concepts into the standard procedure basis

as well as into process efficiency assessments reducing conversion costs

by as much as 18%.

. Created accountability by implementing internal systems to manage costs,

to plan tasks, and to standardize practices increasing the number of

projects controlled at or below budget from 35% to 98%.

. Delivered global capital projects for the design and construction of new

manufacturing sites or major process expansions holding overall

engineering costs to as low as 5.8% of the project budget.

. Led continuous improvement teams to investigate and develop process

changes and new manufacturing technologies resulting in 56 new

opportunities estimated to save $6.1 M.

. Partnered with the sales team and external customers to develop and

implement process systems that increased revenues through additional

sales while reducing the customers' operating costs.

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Global Manager, Corporate Engineering

October of 2001 to July of 2006

Columbian Chemicals Company Inc. Marietta, Georgia

Lead the organization in designing, building and installing $20 million per

year in capital equipment, process control machinery and plant startups

globally. Grew the business by increasing the operation locations and

revenue streams through innovative management. Reorganized the project

management system to improve parallel path designs and team involvement of

manufacturing operations. Improved technical designs significantly,

reducing downtime and post startup, and improved group effectiveness

through team organization and phase gate design process implementation.

engineering department Manager

April of 1997 to October of 2001

UOP Corporation Mobile, Alabama

Established a culture of cross-functional participation for new product

development activities. Installed lean new product development process

tools: team scheduling, weekly stand-up team meetings, risk mitigation

events, resource load forecasting, and design for manufacturing reviews.

Refined corporate project selection process through use of standardized

"phase zero" project evaluation, "total team" resource planning, and

thorough market evaluation. Implemented monthly reporting with

standardized metrics and reporting format for all new product teams.

Trained and established behaviors to address project crises and risks

quickly and effectively.

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Engineering Supervisor / Project Manager

January of 1985 to April of 1997

Automation Technology Inc. Mobile, Alabama

Developed the business, successfully directing this high tech company, including

full P&L, engineering, sales, manufacturing, finance and human resources.

Improved new project on-time deliveries by 65% through the use of a systematic

project management organization. Reduced design times by 40% through parallel

product development and team leadership. Employed a customer focused approach

in assisting customers with economical solutions that cut their costs, increased

their operating uptime, while being cost effective. Grew revenues by 300%.

Improved asset utilization and implemented new engineering and construction

planning software to capture cost per project in order to accurately track the

profitability of the business. Managed projects regarding hardware and software

development, and prototype manufacturing.

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SENIOR ENGINEERING SPECIALIST

January of 1980 to April of 1985

Brown and Root USA Mobile, Alabama

Supervised assigned technical personnel, including assigning highly complex

work, setting work priorities, while evaluating and training them. Assisted

management in an acceptable implementation of design and consulting

coordination, and the documents, operating procedures etc. Upheld industry,

company, and client standards. Kept Management advised as to status of

assignment(s) with respect to schedule, budgets, delays and adverse problems.

Assisted instrument and electrical engineering department manager in the

supervision of the Engineering and Design efforts of select project groups.

Performed complex electrical and instrumentation engineering functions,

assembled technical calculations, developed detailed material specifications,

engineering cost estimates and interfaced with other disciplines, engineering

companies and manufacturers as project requirements dictated.

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SENIOR DESIGN Supervisor

January of 1972 to April of 1980

International Paper Corporation, Mobile, Alabama

Responsible for developing detailed electrical and instrumentation designs for

complete and complex engineering systems, structures and plant arrangements with

minimum supervision. Planed and executed the presentation of these systems, in

graphic form and/or in detailed scale models. Specialized in electrical,

instrumentation, and process control engineering design in P&ID documentation,

loop diagrams, single-line diagrams, schematics, conduit systems, design of

motor control centers, grounding systems, lighting design of interior and

exterior systems, control panel design and all associated interconnection wiring

and installation details. Assignments required extensive field work at numerous

IP facilities, including system check-out and start-up.

FORMAL EDUCATION AND CERTIFICATIONS

The University of Alabama Tuscaloosa, Alabama

Bachelor of Science (Magna Cum Laude) Engineering Technology and Computer

Science

University of SOUTH Alabama Graduate School of Business, Mobile, Alabama

Executive MBA Program - Engineering and Project Management

Paterson Junior College Montgomery, Alabama

. Associate of Science in Engineering Technology

SIX SIGMA GREEN BELT CERTIFICATION Atlanta, Georgia

. Phelps Dodge Corporation, Phoenix, Arizona [pic]

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