RICK SUMMERS

***** ********* ***** ( Baton Rouge, Louisiana 70809

225-***-**** ( acgrno@r.postjobfree.com

SENIOR MANAGER: Sr. V.P. Operations

Senior Management Executive with vast experience and knowledge in

Engineering, Mechanical, instrumentation, Electrical, Automated

Controls and communications systems in the heavy industrial

Constructions and Marine markets. Demonstrated ability to manage and

execute large and complex industrial projects from conception through

start up, consistently negotiating and executing multimillion dollar

contracts with key clients in the oil/gas, chemicals, refinery, power,

and Marine industries. Excellent communication and relationship-

building skills and experience with both union and non-union craft

work forces. Many years' experience in executive-level customer care,

developing long term business relationships in both the domestic and

international industrial markets at the top management levels.

Core Competencies

Business planning and Development * Major Projects Planning and Executions

(

Domestic and International Project Management

Corporate Strategy ( Mission & Goal Development

Sales & Marketing Focus ( Revenue Forecasting & Cash flow Projections (

Contracts & Negotiations

( Job Cost & System Analysis

( EPC Projects Negotiations & Executions ( Subcontracts Administration

PROFESSIONAL EXPERIENCE

Sr.Vice President Operations

W.J. Barnes Electric Inc.

February 1, 2014 to Present

In my position as Sr. Vice President of Operations here at W.J. Barnes

Electric Inc., I answer diretly to the President and CEO of the company Mr.

William Ellis. I am responsible for defining and developing the operational

structure of the company, defining Key management roles and

responsibilities, training and procedural compliance, communications

protocol, development and implementation of overall operational policies

and procedures, defining and monitoring processes for cost and labor

analysis, oversight of business devolpment and management of our estimating

and proposals group.

Since coming on board in February of this year, we have developed and

completed our first field opeations manaual complete with policies,

procedures, forms, labor analysis, cost control and document and material

control procedures and practices. We defined and developed a completely new

department within the companies structure i.e. "Pre-Construction and

Project Controls Group", brought on a manager of that department and

developed the roles and responsibilities of the groups key perosnnel. We

developed the specific policiies and procedures for the groups operations

and defined its interfaces with other departmens such as estimating and

construction operations and defined the deliverables required of the group

relative to its function within the companies operaitons.

We have implemented new standardized estimating policies and procedures

and developed standardized turn over packages including deliveralbles

required to be produced in our turn over meetings from estimating to our

pre-construction and project controls group. We are currently working on

expanding our market area to more of a regional reach, and we are

redefining our goals and mission and seeking to develop additional clients,

markets, and management personnel.

I am currently working on developing an alliance group of capable

contractors from outside the gulf coast area whom are interested in

combining management and labor assets and resources, in pursuit of some of

the larger and more complex E&I project work in the gulf coast area. I am

also leading the marketing effort of the consortium with the larger EPC's

in the gulf coast region and working directly with IBEW's national

management on a Gulf Coast Labor Agreement; which would provide key

consessions in labor rates and benefits to the consortium group for work in

the executed in the gulf coas region.

Director of Operations

Thoma-Sea Marine Constructors LLC, February 2013 - January 20, 2014

I was hired on as the Manager of Operations positions at Thoma-Sea Marine

in February of 2013. My responsibilities were to define the companies

operating structure, establish operational policies and procedures, and to

define the company's goals, mission, and operational focus. We began with

an initial review of the company's overall operating processes and the

existing organization; which included two separate ship building

facilities, and a ships repair yard all located in Lockport and Houma

Louisiana. The facilities totaled over 575,000 Sq. Ft of covered

fabrication facilities, 60 acres of lay down yard, and 15 tons of dry dock

space for ships and barge repair.

The operational processes included complete design build capabilities for

large offshore supply vessels up to (320ft) including, Naval Architecture

and class design compliance, detailed engineering, modeling and nesting,

module fabrication, hull erection and ships/vessels interior fit up work

scopes. The individual contract values for the design, construction and

delivery of the vessels varied in the 38 to 50 million dollar range per

vessel, and all contracts were executed under an EPC type lump sum contract

philosophy, with on average of 4 to 8 vessels in differing degree of

construction at any given time.

We began by defining the separate operational groups, identifying their

physical management structure and work scopes, and then defining the,

operational, organizational, systems control, and management structure

needed for each operating group. Once the individual operating groups were

defined and their operational sequencing in the ships build processes were

established, we developed the company "Operational Structure and Work Flow

Processes Chart" identifying the various operational divisions of the

company, defining their work processes, and the flow and sequences of their

work.

Once we had identified the separate operating divisions and their sequence

in the construction processes, we defined the operational processes

relative to their end products and identified their individual document and

material control needs and any unique characteristics which might help

define the role, goals and mission of each operation and management group.

I have included below a brief description of each of the operating

divisions of Thoma-Sea and the processes and procedures which we developed

for each division in our first five months of reorganizing the operations.

I. Detailed Engineering, Modeling and Nesting of Manufactured parts

. Rearranged the management structure, by promoting the resident Naval

Architect to engineering manager and redefining the goals and mission

of the engineering division.

. Developed new operational and procedures manual for the engineering

processes, clearly defining the specific engineering execution

policies, procedures and practices, and defining the roll and

responsibilities of the various engineering personnel within the

engineering group.

. Redefined the engineering job files and information exchange processes

(electronic media) FTP site, major equipment supplier information

matrix, and moved major equipment purchasing functions into an

integral and integrated role with the engineering division.

. Completely revamped the upload, download and information exchange

procedures to access the FTP site and implemented a color coded

information exchange process.

. Re-designed the engineering groups method for posting nested drawings

and related information to its production web site for manufacturing

processes

. Developed specific ships build/construction strategy for each vessel

defining the ships, modular construction design and sequencing,

sections and subsections and their sequence errection.

. Develop detailed Fabrication Work Packages, in hard bound production

binding including detailed fabrication drawings, manufactured parts

list and numbering systems, profile materials list, purchase orders,

drawing index, and all detailed assembly drawings required to

fabricate each subsection and or module.

. Re-Structured our outside Engineering subcontracts "Master Services

Agreements", providing a detailed scope of services, a specific list

of deliverables.

. Redefined the shared risk terms equal to the profit opportunity of

each Vendor.

. provided incentivized milestones bonuses to help vendors to meet

schedule and delivery commitments of

. Secured outside engineering resources via subcontracts with key

engineering partners, to furnished detailed engineering drawings and

design for our electrical, HVAC, piping and outfitting construction

disciplines.

. Developed and implemented weekly construction and production meetings

for all midlevel management further aligning our engineering,

manufacturing and construction groups..

. Increased engineering output by over 15% and decreased errors and

omission bust by 20%

II, Blasting and Painting (BP-1) Divisional Overview: (See SP-1

"Steel Processing", )

. Defined the unique characteristics of the group and developed new

logistical procedures for the large amount of structural steel, piping

and other materials that required purchasing, receiving, handling,

staging, and requisitioning through the blasting and painting

manufacturing processes.

. Developed new operations manuals for BP-1 providing specific

procedures for the raw steel purchasing, receiving, handling, staging

and distribution processes of the group.

. Developed a detailed documentation process with the proper forms and

new document controls and job files systems for data archives.

. Developed new "Work Order form" for BP-1 defining the specific

processes required for each projects steel manufacturing requirements,

including the identification of the required blasting and painting

profiles for all, assigned project, scheduled delivery milestones,

staging, delivery and billing or job costing processes for BP-1

services.

. Reduced errors and omissions in manufacturing by 15% and increased

production by 12% over previous operations in first eight months of

operations.

III. Cutting and Forming (CF-1) Divisional Overview: ( SP-1 "Steel

Processing", Manual Section V)

. Developed new operations manual identifying the receiving, handling,

staging and distribution processes of the group, including new

document controls, staging, handling and shipping forms and

procedures.

. Developed a new "Work Order" format for CF-1, detailing all pertinent

drawings, nest tapes, engineering files, material configurations,

parts lists and module and subsection assignment for all manufactured

part.

. Completely revised the document and material control procedures and

files, and revised the shop inventory area layout for staging,

handling and delivery of manufactured parts to both Thoma-Sea

facilities and third party customers as well.

. Added two each additional personnel in CF-1 to handle the additional

manufacturing load including, staging and material delivery and

material control processes.

. Assigned new CF-1 shop manager and provided him a seat at the weekly

management and production meetings.

. Cut down on errors and omissions in the Cutting and forming design

information and reduced the groups by man hour expenditures per ton of

steel by 8% increasing production by 13% over and eight month period.

IV. Production and Fabrication (See PF-1 Procedures in Place, Job

/Labor Analysis Systems in Progress)

. Developed new operations manual identifying the receiving, handling,

installation, welding and QA/AC processes and procedures for the

group.

. Revised and revamped the document controls procedures for the

fabrication processes, providing more detailed job files systems and

new QA/QC procedures and forms.

. Developed a module and subsection "Fabrication Work Package" system

for module and subsection assemblies, including major equipment

manufactures shop drawings, detail assembly drawings, material

purchaser orders, manufactured and profiled materials parts list.

. Work packages where bound and provided with appropriate indexing and

subsection tabs, identifying all subsections and sectional assembly

drawings, parts list, materials, and individual assembly and

fabrication schedules providing timelines, completion dates and the

delivery date for each module.

. Decreased our production and fabrication cost by 22% over an eight

month period, and increased our quality of production by eliminating

errors and omissions in our design processes and reducing the

timelines required for issuance of revised drawings and changed data.

. Included our engineering manager in the weekly production and

constructions meetings allowing for the identification and discussion

of any issues related to or impacting the engineering, production or

contsturction.

. Increased our module fabrication productivity by 15% by establishing

standardized QA/QC procedures and document control processes that

maintained all test recordation and data systems folders in a common

file folder with easy to understand test data and reporting

procedures.

V. Hull Erection and Assembly (HE-1, Primavera Detail Scheduling )

. Developed new procedures for the heavy lifting, rigging, and setting

in place of the large structural assemblies and modules.

. Developed new operations manual identifying the rigging, handling,

transportation and setting of models and structural subsection into

the ship's hull configuration.

. Developed and implementing new procedural document controls processes

and job files systems.

. Established detailed and integrated primavera logic loaded scheduling

for our hull erection processes, including the required engineering,

manufacturing, fabrication, heavy lifting, rigging, and setting in

place of all pre-fabricated subassemblies and modules.

. Developed a job analysis format to track planned progress versus

actual progress on a weekly basis.

. Scheduled weekly project progress meetings for our project management

team, meeting on a weekly basis with upper management to review the

engineering and module fabrication progress along with the overall

planned project schedules, budgets and cost.

. Develop actionable item list that helped increased our productivity

and eliminate errors and omissions to our hull erection work

processes.

VI. Vessel fit Out (VEFO-1, Primavera Scheduling, Job/Labor Analysis

Systems )

. Defined specific project activities, and subcontract work discipline

interfaces, timelines and completion dates, and input milestones into

overall project schedule

. Brought on board the proper disciplined engineering personnel, and

began the installation quality detail design for the electrical,

communication, radio, Dynamic Positioning and other systems inside the

ship's hull

. Developed specific work packages and drawing packages for layout and

installation of the systems.

. Re-Structured our Subcontractors "Master Services Agreements",

including providing a detailed scope of work, applicable project

specifications, drawings and special terms and conditions

. Provided detailed project execution schedule, and shared risk

component consummate to the individual opportunity.

. Developed a milestones incentive based bonus plan for all

subcontractors to help incentivize and meet scheduled delivery

commitments to Thoma-Sea Marine clients.

. Redefined the formal design criteria and required detail drawings

needed for our piping and major equipment installations inside the

hull structure

. Secured new engineering partner to assist Thoma-Sea in the design and

detail of the sub disciplines.

. Brought on board a dedicated vessel outfitting project manager and

subcontract administrator to manage, direct, and coordinate the Thoma-

Sea and subcontract work disciplines and work scopes in concert with

the planned execution procedures and the project schedule.

VII. Pre-Commissioning and Commissioning Systems (Comm-1, Detailed

Procedures in Progress)

. Brought on board the first qualified and dedicated Quality Assurance,

Quality Controls Manager to Thoma-Sea and established a reporting and

communicating line directly tied to the President of the Thoma-Sea.

. Assisted the QA/QC manager with developing detailed and comprehensive

QA/AC procedures, policies, forms and data that satisfied our project

and clients QA/QC requirements.

. Developed job specific electronic filing systems for QA/AC data,

complete with systems test and recordation folders, accessible by both

our management team and our clients production personnel.

. Implemented a continuous improvement process that includes a

monitoring of our quality services, products and personnel and reports

back to a committee of management personnel responsible for developing

actionable items relative to possible revision and or additions to our

QA/QC procedures and policies.

Sr. Vice President/ Director of Operations

Excel Power, Automation & Controls Division, Prairieville, Louisiana * May

2011 - February 2013

Excel Construction Group is a medium sized EPC type contractor specializing

in heavy industrial markets, i.e. Refinery, Power, Petro-Chemical,

Chemical, Micro-Chip and Food and Beverage Industries. My responsibilities

as Senior Vice President / Division Manager of the Excel Power, Controls

and Automation Division, was to separate the Power, Controls and

Automation Group into a new operating profit center, provide a new

specialize identity for the group and grow its revenue base and

profitability.

We began by reorganizing the management team and structure, developing a

specialized market approach and focus, and redefining the measurable's and

accountability for the new business unit. My initial focus was to

maximizing our profitability on existing work, so I immediately began to

focus on defining our project cost and verifying our project completions

and job cost systems tracking software and processes. Once we had verified

the actual cost of each project and confirmed the internal systems cost and

progress measurement tools, we began looking to increase efficiencies and

reduce fixed cost where possible.

We then began working on a new identity for the group and to implement our

ideals with regards to a new specialized focus and market approach for the

group; which would capitalize on its specialized and highly technical

resources and capabilities. We also developed a new vision for the group

with a clearly defined the mission and goals of the group, and identified

new roles and responsibilities for the management structure

In addition to the above, the following highlights the operational changes

and accomplishments achieved at Excel

under my direction and leadership.

. Redefined the Electrical, Instrument and Automated Controls divisions'

operational structure, market approach, goals and overall mission as a

specialty subcontractor and work scopes provider.

. Developed a new and unique business plan for the division clearly

defining its management structure, protocol, roles and

responsibilities of key management personnel, and implemented a new

bonus structure based on safety, quality performance and profitability

for top management.

. Implemented a new job analysis and job cost program focused strictly

on our E&I work processes and integrated a new field management level

bonus plan with a focus on value added to those processes, i.e.

safety, client satisfaction, quality performance and profitability.

. Developed and implemented a new market and Business development plan

that clearly defined the divisions new vision, goals, market focus,

organizational structure, sales and marketing plan and growth ideals

for the 2011 and 2012, fiscal 12 month periods.

. Promoted one our senior level manager's to Business Development

manager and provided the sales, marketing tools and support to ensure

his success.

. Defined within our divisional business plan our projected backlog and

fee schedules for fiscal years 2011 and 2012 including, including

associated overheads, cash flow requirements, projected profit

margins, and key milestones for quarterly review and analysis.

. Increased revenue in fiscal year 2011 by 50% over 2010 and increase

profit margins by over 250% from 9% net profits to 22% net profits for

fiscal 2011

. Increased revenue in fiscal year 2012 by over 300% over fiscal year

2011 to 48 million in revenue while maintaining our net profit margins

at approximately 19%, in the 1% percentile for our industry.

. Played a key role in the bidding, negotiations and securing of a 54

million dollar contract with Samsung Engineering for the Electrical,

Instrumentation and Controls work for a new grass roots Dow Chlorine

unit in Freeport Texas

. Responsible for staffing of all management personnel, development of

the overall project execution plan, purchasing, scheduling, tooling

and overall project management systems including job analysis, job

cost, fee and revenue projections and defining changes and contract

revisions

. Increase the divisions back log going in to fiscal year 2013 to 42

million increasing backlog by over 300% over the 9.3 million backlog

maintained going into fiscal year 2012.

. Secured mobilized and executed 18 separate E&I projects during the

physical year 2012 at Excel E&I division through 2012, with a total

contract value among the 18 projects of approximately 42 million in

E&I revenues.

. Responsible for oversight of all operations including projects

estimating and budgeting, proposal development and submittal, project

execution plan development, scheduling, purchasing, mobilizing, and

site management and projects execution oversight.

Managing Director

EPIC GROUP, INC., Baton Rouge, Louisiana ( January 1996 - April 2011

Developed business creating a holding company supporting the operation and

finances of 4 separate, but interrelated business units, including Epic

Technical Services, a non-union electrical and instrumentation company

serving large-scale clients in the oil, petrochemical, and manufacturing

industries, Epic Process Controls, Inc., a unionized electrical and

instrumentation company, Epic Mechanical Services Inc. a mechanical

services group and H&K Engineering Inc. a full-service industrial

engineering company serving the Gulf Coast Region. Secured investors and

managed banking relationships providing funding for growing companies.

Developed the long-term business plans, strategies, and synergies, of the

business leading the organization's management and marketing efforts for

over 15 years. Provided oversight and input for all contracts negotiations,

revenue and fee projections, and forecasting, positioning the company as

key player in the industry.

. Grew company from start-up to more than $60 million in annual revenue in

just a few years, quickly attaining net profits in the top 3% of the

industry.

. Managed daily operations of 4 interconnected companies simultaneously,

providing oversight and handling of all services, ranging from business

development, FEL and budget development, contract negotiations, project

management oversight, job cost, job analysis and customer relations.

. Awarded $38 million contract with Transocean to perform electrical and

instrumentation work for the Deep Seas Discovery and Deep Seas Spirit

deep water drill ships, two of the largest drill ships in the world.

. Negotiated $13 million lump sum contract with Pfizer, Inc. to perform

the installation of power and electrical-related components for Pfizer's

inhalable insulin factory.

. Secured $ 40 million dollar contract with PMEX for E&I systems on four

each larger platform projects in Gulf of Mexico

. Participated in developing FEL scope and budgets with Engineering

Subsidiary H&K Engineering on numerous small to medium size projects

. Managed engineering, construction and subcontract budgets as Project

Director on medium sized EPC Projects.

. Presided over more than 250 industrial projects across the gulf coast

and nationally for major fortune 500 industrial clients from power,

refining, chemical, food and beverage, communications and offshore

production platforms

. Presided over company group performing 700,000 new construction and

maintenance man-hours annually.

Additional Experience (details on request):

References:

Jeff Smith, COO

Excel Group Inc.

acgrno@r.postjobfree.com

225-***-****

Jesse Doty, Project Director

SNC-Lavalin

acgrno@r.postjobfree.com

281-***-****

Gary Karr, President

Excel Construction Inc.

acgrno@r.postjobfree.com

225-***-****

Walter Thomassie, CEO

Thoma-Sea Marine Constructors LLC

acgrno@r.postjobfree.com

985-***-****

225CERTIFICATION & TRAINING

Education & Training

. Baton Rouge Technical Training Institute: Electrical Theory and

Practical Applications

. Apprenticeship: 4 years of training through local 995 Baton Rouge,

Louisiana

. Over 134 hours of Continuing Education Electrical Engineering and Design

(License Requirement)

. Over 100 Hours Continuing Education Business and Law (License

Requirement)

. Individual State Master Electrical License 23 US states

Rick summers

18653 Montclair Ct, Baton Rouge, La. 70809

acgrno@r.postjobfree.com

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