****, **** ****** **** ***** (***)

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Parkersburg, WV E-Mail Address:

***** ***************@gmai

l.com

Michael R. Nester

Objective Seeking a position as a Vice President of Operations,

General Manager, Director, and/or Construction Manager. A

position that capitalizes on my expertise in bidding,

planning, scheduling, manpower management and requirements

in all facets of a facilities operations, including

utilizing outage and maintenance management proficiency on

existing and new construction. I want to work with a

progressive company that offers challenging projects,

pre-bid and work scope analysis along with liaison and

consultation assignments.

Experience 2013 - May, 2014 MC-Industrial, St. Louis,

Missouri,

Project Director Power Division

With my time at MCI my main objective was to develop

different Fossil Power Utilities as customers with larger

projects within the next two to three years of their

company budgets. I also supported MCI's Business

Development in many areas. By using my personal

relationships and working with past contacts I was able to

introduce MCI into many new arenas and further strengthen

old relations for larger Capital Projects.. Some of the

introduction were with, AEP, Southern Company, Kansas City

Power and Light, Kansas Board of Public Utilities, Ameren

and NIPSCO. Other project pursuits were with Customers in

the Petrochemical and Gas markets such as RCL Chemical,

MarkWest Energy and William Energy. I directed the start-up

for MCI with Ameren's at the Callaway Nuclear Plant for

Holtec International's Spent Fuel Storage Project.

Some of the Major Work Packages that I directed during

development were:

NIPSCO - Unit 12 DFGD Facility Addition Project; $63M

Ameren/Holtec - Spent Fuel Storage Facility; $8.2M

KCPL- Absorber Tower Header System Replacement, 2 Units;

$14.6M

NIPSCO - Bailly's Units 7 and 8 Outage repairs & Catalyst

Replacement; $3.2M

KCBPU - Environmental Upgrade to Nearman Plant; $72.5M

Ameren-- Waterwall Panel Replacement for Ameren Sioux;

$7.3M

2010- 2013 Doosan Power Systems Americas,

Atlanta, Georgia

Construction Strategy Manager

During my career with Doosan in the most recent times have

had the opportunity to Consult and Direct, UK and European

construction company on Bidding and Planning of Biomass

Conversion Projects in France and Germany. In the USA my

primary duties are to interview construction partners for

alliances performing EPC projects in North and South

America. In the interview process, I rate construction

companies for policies, procedures, production methods,

project progress tracking and safety performance. I have

interviewed companies for their capabilities to perform and

erect projects involving PCCC (Post Combustion Carbon

Capture), Biomass Conversions and Fossil Plant

Modifications. After the initial interview process has been

completed, I:

Conduct Project Site Visits with the Construction Companies

Develop All Materials for RFP and Bidding Formats to

Construction Companies

Conduct Pre-Bid Meetings

Set Bidding Process and Construction Schedules

Estimate the Project for Total Construction Cost

Projections

Set internal project budgets

Assign Site Management / Manage Site Teams to Successful

Completion

Evaluate Construction Bids for Awarding of Projects

Evaluate the Construction Methods Before Awarding the

Project

Evaluate all Heavy Lift Methods

2009- 2010 Day & Zimmerman, NPS Lancaster, PA

Director Major Projects

Initiate, build, and nurture relationships between Day &

Zimmerman and Ameremen, First Energy, American Electric

Power, and Duke Energy. Estimated and bid on major

projects. Responsible for the entire scope of work for all

projects including Labor Relations.

2001-2009 Babcock & Wilcox

Construction Company, Inc. Barberton, OH

Construction Manager

2006 - 2009

Located at the AEP - John E. Amos Plant in Winfield, WV,

which

Utilizes 2-800 Foster Wheeler Boilers and 1-1,300 Babcock &

Wilcox Boiler to generate 29,000 Megawatts. The Amos

Project consists of managing three (3) FGD Installations,

Installation of Remote Dewatering, plus the overall BOP

scope of work for all projects. Also included are five (5)

outages for Obstruction Removal and Tie-in of Ductwork for

the FGD, Balance Draft Reinforcement and Major Pressure

Part Upgrades. I also assisted in the estimating of the

FGD Ductwork Tie-In scope of work. The FGD consisted of

four (4) B&W designed Absorber Towers ranging from 64 to 68

feet in diameter, with the heaviest section to be lifted

weighing over 400 tons including rigging. Included in the

scope are the following: Six (6) steel buildings to be

erected with a total estimated tonnage of 6500 tons, and an

estimated 172,462 linear feet of piping installed with

material ranging from FRP to Stainless Steel.

My safety performance is stellar with a recordable rate of

1.1 for over a 2.5 million man hours worked with 1 lost

time injury of 42 days. This includes both my direct hires

totaling over eight hundred (800) employees and the

twenty-two (22) sub-contractors and their employees that

were under my management.

During this project I managed 3.4 million man-hours with a

total budget of $350,000,000 over a 3 year period.

2005 - 2007 - AEP Mitchell Power Plant, Moundsville, WV.

Two 800 Megawatt Foster-Wheeler Units. I assisted in

estimating and managed two (2) FGD Tower and Building

Installations, four (4) outages for Obstruction Removal and

Pressure Part Upgrades, also scheduled and managed two (2)

Manitowoc 21000 cranes and the services of two (2)

Goldhoffer Heavy Haul Movers. I also performed

seventy-five percent (75%) of the civil scope of work for

the project for the customer when their civil contractor

filed for bankruptcy and the project was four months behind

schedule. During the execution of Mitchell's multiple

contracts and projects I managed 1,863,810 man-hours and

controlled the final budget of $155,605,546. My Safety

Performance during the course of these projects was

excellent with a recordable rate of 1.07.

2004 - 2005 - AEP Amos Power Plant Units 1 & 2, Winfield,

WV. Units are 800 Megawatt Foster-Wheeler.

Managed the successful Installation of the Unit 1 SCR, the

SCR Tie-In Outage and Air Heater Upgrade. During the

performance of these multiple scopes of work I managed

1,015,226 man-hours with a final project value of

$73,954,000 with a premium project bonus of $700,000 for

returning the unit to service for the customer seven days

early. The Safety Performance of the project was excellent

with a recordable rate of 1.06 for the total project

including my Sub-Contractors.

Also managed the completion of the Unit 2 SCR, the SCR

Tie-In Outage and Air Heater Upgrade. I was requested by

AEP to manage the final stages of the project due to the

existing BWCC Management slipping three (3) weeks behind

the contractual Maintenance Release Date of the Unit.

Under my management the Unit 2 schedule was recovered and

released only three (3) days later than the original MRD.

Because of my performance at the completion of this SCR

recovery task, BWCC was awarded the Unit 1 SCR with the

agreement that I would remain on site to manage the awarded

contract.

Planned and successfully executed a 27 million-dollar

budgeted SCR Project at the Cinergy Operated 1300 Megawatt

Zimmer Power Plant in Moscow, Ohio. This job completed

ahead of schedule and under budget. Included in the scope

was scheduling and performing tasks with two of the largest

track cranes in the world, the Demag 8800 and Manitowoc

21000.

A strong working relationship between Cinergy and Babcock &

Wilcox was formed because of my work ethic on this project

and my relationship with Cinergy personnel. BWCC was then

given the opportunity to start bidding on future work with

their company. In addition, to opening the door for future

revenue for Babcock and Wilcox, I estimated the jobs for

bid submission to Cinergy for BWCC.

1974 - 2001 American Electric Power, Columbus, Ohio

Production Support Manager - 1996-2001

Maintained forced outage planning and updated work scopes

as needed. Assisted with and monitored outages, routine

maintenance on units, and backlog job orders.

Reviewed daily job order entries, assisted with daily

manpower planning, managed all coal yard activities,

monitored coal and coal vendors. Maintained oversight of

ash handling and storage including all ponds and the ash

dam.

Set up pre-bid meetings with contractors, working with team

leaders, engineers, and planners on day to day work

activities along with long range planning for the facility.

Acted as the liaison between the plants and the contractors

working on site, also the building trade unions. Managed

all grievances, concerns, work scope assignments to the

various union crafts.

Special Assignment - Corporate Power Generation - Columbus,

OH - 1999-2000

On January 15, 1999, I accepted a Special Assignment by the

Corporate Vice President of Power Generation to monitor,

assist, facilitate, observe and report on sixteen outages

being performed in the northern AEP facilities throughout

the coming year. Traveled to each facility weekly during

their outage. Conducted walk downs of each operation,

attended planning meetings, reviewed work scope,

milestones, etc. During this period I worked with plant

management, outage teams, and Regional Service Organization

personnel at each facility, implementing their

recommendations for improvements regarding future outage

work.

Outage Project Manager - Regional Service Organization

(RSO)

Planned and executed Big Sandy Unit 2 (800 mw unit), Coal

Yard Repairs/Upgrades, Cooling Demolition and Rebuild

Outage - 36.7 million dollar budget - 550,000 man-hours.

Tasks completed on time and under budget. During this

twelve week outage, I utilized twenty-two contractors,

twenty RSO teams, eleven coordinators, and ten engineers.

Planned and executed Gavin Unit 1 (1300 mw unit) Scrubber

Outage with a 21.6 million dollar budget and 210,000

scheduled man-hours. Outage was completed on time and under

budget. During this eight week outage, I utilized sixteen

different contractors and twenty RSO teams plus

supervision.

Planned, estimated and held pre-bid meetings with

mechanical contractors for Clinch River Plant's yard

renovations. Estimated cost was $275,000.

Project Manager/Coordinator - Appalachian Centralized Plant

Maintenance (ACPM)

August 8, 1991-Dececmber 31, 1995 -Successfully coordinated

thirteen outages.

August 8, 1991 - Promoted to welding supervisor and with

this promotion my outage coordinating assignments increased

to the point that I was coordinating eighty percent of all

ACPM's work scope at various plant facilities throughout

the system. From March 1983 through August 1991, I

successfully coordinated and completed twelve outages.

Note: I started my career with American Electric Power at

the John E. Amos Plant located in Winfield, West Virginia

on January 7, 1974. Successfully completed all of my

testing and training requirements for a certified welder in

1976. Transferred to the newly formed ACPM after

certification.

Education 1997-98 Fisher College of Business-Ohio State

University Columbus, OH

American Electric Power Management Development Program -

Certificate

1997 Virginia Tech - Blacksburg, VA

Leadership in Changing Times - Certificate

1980-95 Marshall University - Huntington, WV

Associate Degree, Management Technology - Industrial

Management Specialization

1991 Hobart School of Welding Technology - Troy,

OH

Welding Inspector Specialist, 80 Hour Course and Testing -

Certificate

1989-1990 Hobart School of Welding Technology - Troy, OH

Advanced Welding Skills Training, 1000 Hour Course -

Certificate

Interests Sports, primarily golf, family activities

References Available upon request.

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