Dan Towse, CMRP

Director of Manpower Services/Business Solutions

* ***** **** ***** ****

New York, NY. 10017

Sr. SAP PM/LAM, MM, Management Consultant/Analyst offering extensive expertise in best practice implementations with a proven track record of delivering cost effective programs in Enterprise Asset Management

(EAM). Accomplished EAM leader leveraging years of heavy industrial experience developing sustainable improvements enabling clients to achieve world class standards in EAM best practice methodologies. Professional History

July 2013 – Present Director MPS, Nexus Global Business Solutions, Inc.

April 2012 – July 2013 Sr. SAP PM/LAM Management Consultant, Vesta Partners, LLC

May 2009 – March 2012 Sr. Management Consultant, T.A. Cook

September 1994 – January 2009 Supervisor MEP Planner/Scheduler/Facilities, Solutia Chemical Professional Highlights

25 plus years of Heavy Industrial Maintenance business process and work management experience

Sr. SAP PM/LAM, MM, QM Functional Consultant

Certified Maintenance Reliability Professional

Published Author:

o SMRP Solutions magazine “Teaming Up to Improve Reliability” April 2010 o Plant Services magazine “Teamwork Can Win: A structured approach can cost-justify the maintenance function” January 2011 - **featured cover article** o White paper: “The Skills Gap in Industrial Asset Maintenance”, 2014 o Business Industry Connection magazine “Removing Bad Habits and Promoting Proactive Maintenance”, April 2015

o Business Industry Connection magazine “Staying Focuses on What is Important in Challenging Times”, November 2015

Industry Conference Presenter:

o 2014 AME “Bill of Materials Foundation to Proactive Maintenance” o 2014 IMC “Bill of Materials Foundation to Proactive Maintenance” o 2015 MARS “Master Data, The Foundation Asset Integrity” o 2015 OPEX co-presenter (Operational Excellence) “Improving Asset Integrity and Equipment Reliability through a Lean Asset Performance Management Approach” SKILLS APPLICATION / SYSTEMS

Business Process Design/Analysis

Management Consultant

Stage gate Project Management

Consulting, Training and Coaching

Lean/Six Sigma Practitioner

SAP – Plant Maintenance

SAP – Quality Management

SAP – Materials Management

SAP – LAM

Microsoft Office Suite

Employment History

Nexus Global Business Solutions (July 2013– Present) Industry: Oil & Gas Specific Role: Director of Manpower Services and Business Solutions (70% of my time) My current position consists of a dual role were I support Nexus Global business services as the Sr. SAP PM Management Consultant and concurrently manage Nexus Global’s contract services, managing 18 personal in the Gulf of Mexico region. These duties include:

Director of Manpower Services business unit-My division offers asset performance contract services Dan Towse, CMRP

Director of Manpower Services/Business Solutions

2 Tudor City Place 14EN

New York, NY. 10017

including, maintenance planners, schedules, data analyst, reliability engineers, clerical support

Recruit and hire candidates based on their experience of SAP PM and the oil and gas industry

Manage the P&L of the business unit, marketing programs and sales program

Identify and resolve personnel issues to include: coaching, mentoring and disciplinary action, annual review process and promotions

Key account management, charged with growing the business at a reasonable pace, being careful not to do so at the expense of quality of service

Supported Nexus Global’s software business; functional consulting regarding the UI, user testing and performed sales webinars

Client Engagements

Client: Maersk Oil- Doha, Qatar (30% of my time) Industry: Oil & Gas Specific Role: Management Consultant -Business Process /SAP PM-MM Analyst (three engagements since 2013)

Analyzed SAP PM blue print determining fit for purpose and overall effectiveness of EAM implementation. Provide recommendation and gap closure plan to improve business adoption of the EAM system. Detailed best practice SAP PM/MM configuration providing quantifiable business cases for adoption of gap closure plan

Analyzed BW data to determine the effectiveness of “As Is” processes to include: PM completion rate, master data accuracy, material cost/availability, actual vs estimates of planned work and the actual viability of their SAP system blue print

Analyzed; behaviors, skills, and other technical consideration when establishing the path forward to improve the level of service delivered

Identified several EAM system configuration abnormalities that were adversely affecting process effectiveness and established a timeline for fixing the abnormalities

Analyzed process effectiveness to include; meetings, procedures and the overall delivery methodology of the maintenance road map

Developed top ten list of activities for immediate intervention to establish quick wins for the team

Performed “Day in the Life Studies” and interviews that provided meaningful real life data of issues facing staff enabling the witnessing of current “work around” leveraged by staff to keep work moving

Analyzed staffing levels benchmarking against know industry leaders to establish real obtainable goals, aligning with proposed process improvements presented in the gap-closure plan

Analysis of engineering support services and collaborative work environments discerning between value add and non-value added activities to determine the effectiveness of the support team to deliver services to offshore assets

Built SAP PM process training program (4 month project) Vesta Partners – SAP EAM Consultant

Client: PG&E (March 2012 – July 2013) Industry: Gas Utility Specific Role: Lead SAP Functional Work Management Consultant/Business Analyst

Led SAP PM LAM work management in the implementation of SAP ECC 6.0 LAM Proof of Concept in which GIS and SAP PM, were engaged to establish a single source of asset data, thereby creating the foundation of PG&E’s gas transmission asset integrity EAM program

Established a bi-directional interface for PG&E’s EAM interface to ensure the viability of master data and material traceability ensuring material tracking (cradle to grave)

Develop and implement measurable financial improvements and procedures in regard to SAP PM EAM implementation, CAPEX projects, and contractor cost control strategies

Configured system master data for SAP LAM

Documented current business processes by interviewing personnel, data mining and forensic examination of process documentation to determine gaps in developing industry EAM best practice Dan Towse, CMRP

Director of Manpower Services/Business Solutions

2 Tudor City Place 14EN

New York, NY. 10017

Provide PG&E Asset Knowledge Management Leadership with strategy to move their processes towards their asset integrity management goals. (Asset health dashboards (BW, HANA), KPI, Material traceability, LAM)

Lead client engagement in the communication of change management across multi-levels of the organization to include: district maintenance locations, locate and mark, aerial inspection, inspection, MAOP teams, projects, distribution services, and mobile integration project

Developed test scripts to test the new two-way interface

Developed new process which aligned with business goals, acted as a liaison between business, IT and contract employees

TA Cook Consultants – Sr. EAM Work Process Consultant Client: BP/Shell/ Grandville County, NC Schools (2009 – March 2012) Industry: Oil & Gas/ Education Specific Role: Senior Management Consultant

Proficiency concentrated in SAP PM, process gap analysis and business process best practice

Coached Shell America offshore on SAP PM, QM, and MM functionality, proper software utilization and best practices to improve the overall platform mechanical integrity and EAM performance

Guided the client’s team in establishing new work management meeting cadence and structure

Communicated and trained client staff on the use of key performance indicators and process indicators

Established action trackers ensuring effective communication of expectations on the assets

Project Lead, - Designed Granville County, North Carolina school’s management control and reporting system and developed key performance indicators to measure improvements for the following departments: Facilities, Information Technology, Procurement, and Transportation

Developed and implemented the British Petroleum turnaround logistics plan, resulting in approximately

$3.2 million dollars of savings (BP, Texas City, TX)

Led T.A. Cook Consultant’s involvement in the execution phase of $30 million dollar BPTXC Ultra cracker turnaround, assisting BP’s team with proactive involvement to achieve their goals under budget/on time Employee: Solutia Chemicals (1994 – January 2009) Industry: Chemical Manufacturer Specific Role: Facilities Supervisor MEP Planner/Scheduler

Responsible for maintenance operations including: contractor sourcing and negotiation, proposal bid writing, invoicing and purchase order requisition. Maintaining compliance in regards to the EPA, OSHA, DEP, ISO 9000 and NFPA disciplines

Managed maintenance budgets, schedules, major repairs, annual outages and coordinated ongoing continuous improvement project activities. Maintained 95% equipment up-time service level during increasing production demands averaging 15% growth yearly Education

Springfield Technical Community College Springfield, MA Certifications

Certified Maintenance Reliability Professional, 2007

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