THOMAS FAUCETT

Mobile 713-***-**** (Primary)

E-mail acvgis@r.postjobfree.com

SUMMARY:

Professional, take-charge manager who brings positive leadership and provides solutions, assuring cost efficient and safe construction and operations. Over 30 years of extensive experience with increasing responsibility and demonstrated expertise in project management, business development, risk management, contract negotiation and administration, Owners representation during construction, operations, and systems improvement for multiple facilities in multinational environments.

Performed the duties as Asset Manager for 15 power projects in six countries and was directly responsible and accountable for profit and loss of the projects as well as all construction and operational issues.

Led the technical review as an Owners Representative for an LNG terminal in Taiwan for which a large combined cycle power station would be the anchor client.

Was the Owners Representative, and lead, for a major arbitration against a major EPC which resulted in an out of court settlement.

Negotiated and managed the third party contract for the operations and maintenance of a combined cycle power station in Colombia and China.

Held direct responsibility for the operational design, EPC monitoring and compliance, mobilization of operations and maintenance staff, and start-up of the Millmerran Power Station (880MW super-critical, pulverized coal-fired power station in Australia) and four combined cycle power stations in the United States that utilized a standard design philosophy.

Directly managed the successful settlement of warrantee claims that totaled over $32 million against a major combustion turbine OEM.

Demonstrated excellent communication and negotiating skills that have led to successful signing of EPC contracts, long-term Maintenance Agreements and Operating & Maintenance Agreements for several large power stations.

EXPERIENCE:

May 2015 – June 2016

Black & Veatch Corporation, Management Consulting

Principal Consultant

Provided technical and industry knowledge which has contributed to the successful completion of complex projects which have involved critical human infrastructure, operational and financial challenges. Managed a highly complex engagement with factors including multiple business units, multiple contractors and a high degree of technological integration.

Lead the night shift for a major rehabilitation project of a large super critical coal fired power generation complex. This required the coordination between multiple contractors working on all aspects of the station including, but not limited to the rebuilding of the boiler, rewind of the turbine generator as well as repairs of existing equipment and installation of new modules in the wet scrubber.

Directly reviewed the proposal for a new combined cycle power station for a client that included the detailed review of the projects maintenance schedule, Long Term Service Agreement terms and conditions, Operation and Maintenance heads of terms and the Operations strategy.

Personally lead the due diligence for several clients on both power stations as well as water treatment facilities that were being sold either as a part of a bidding process or sole source negotiations. This included the review of project management capabilities to successfully complete capital projects, long term operation and maintenance budgeting, operations organizations and historical performance to predict future earnings potential.

June 2010 – May 2015

Marubeni Power International Inc.

Director of O&M Caribbean Dec 2011 – Present

Managing Director and Plant Manager, Curacao Utilities Operating Company June 2010- Dec 2011

Provided leadership and direction to the management team of a distressed project, the utility plant of the Isla Refiner, in all aspects of operations, maintenance and project management. The utility plant consisted of a mix of technologies and included six high pressure boilers that used asphalt as a primary fuel source, and three Frame 5 combustion turbines in combined cycle operations that relied on a combination of distillate fuel and off gases from the cat-cracking process.

In the Caribbean Marubeni holds interest in both Jamaica Public Service Company, which has four power stations with a mix of technologies from low speed diesel engines to combustion turbines in combined cycle operations. In addition Marubeni also holds interest in PowerGen on the island of Trinidad. The Trinidad assets consist of mainly of three stations with a mix of combustion turbine technology all firing natural gas as a primary fuel source.

Specific responsibilities have included:

Directly responsible for the Profit and Loss of the utilities at the refinery which included successful completion of several large capital projects, and the long term safe, reliable and economical supply of utilities to the Isla Refinery as well as electrical supply to Aqualectra, while maintaining budgetary control.

Acted as the Owners Representative and held directly responsible for the Development and EPC negotiation for the construction of two (2) LNG terminals, and a 200MW power station on the island of Jamaica.

Put into effect cost controls commencing with the bidding process and following the whole process through the payment to vendors. This not only reduced overall maintenance costs, but streamlined the process increasing efficiency.

Developed strategic and realistic operational plans that not only supported but also complemented the project companies long term strategies for both external delivery customers, but internal performance goals.

Provided hands on support to the project management team on a large number of mission critical projects. This included development of work scopes, bidding as well as execution management, which resulted in projects meeting target dates on or near budget.

Best Practice reviews of the assets looking at all aspects of operations and maintenance, security, HSSE, budgeting and procurement.

Developed detailed turn around plans for troubled assets, focusing on the asset leadership, formal project management processes, standardized processes and procedures, human resources and labor negotiations.

Jun 2006 - June 2010

Carmon Creek Project Operations Lead

Shell Unconventional Resources Manager, Power Operations and Maintenance

Responsible for the overall integration with upstream, mid-stream and down steam assets as well as the Operations and Maintenance Philosophy and Strategy for the power component of a large integrated project consisting of 6 individual power stations generating approximately 5,000 MW. The power stations consisted of advanced technology combustion turbines (F/G Class) in combined cycle operations, with 3 of the units in a cogeneration configuration. The fuel source was a combination of both natural gas and off-gas generated from the process. The energy produced was used in a Shell proprietary technology that heated either oil shale or tar sands in-situ to produce a lighter hydrocarbon.

Developed a Commissioning and Start-Up Philosophy with members from all project disciplines from subsurface, wells, surface and construction that not only matched the anticipated production profile, but also incorporated the use and subsequent shut down of existing facilities at Peace River.

Drafted the Operations Philosophy for Carmon Creek Project, a highly integrated project that combined elements of field production, bitumen and gas treatment, export pipelines and a modern cogeneration unit.

Led the development of a new combustion system for the combustion turbines with a third party manufacture that would allow the use of the field off gasses at the power stations and co-generation plants. This included developmental testing of various fuel types at a dedicated test cell.

Coordinated between both field and processing groups to ensure that the power system was not only sized properly to meet the demand, but also the characteristics of the load were understood so that the transmission and distribution system would be fully functional and meet the high degree of reliability and availability needed by the process.

Worked with Power Supply Team in evaluating various power supply options including the optimization of fuel choices, carbon management, and socioeconomic impacts to the communities affected, permitting strategies and economics.

Collaborated with local utilities concerning the regional impact of the project and commenced negotiations for provision of power, ancillary services and transmission interconnects and capabilities.

Completed benchmarking studies for both Capex and Opex costs of the design chosen for the power system. Completed initial budgets for the power system that were in-line with industry standard first quartile figures.

Developed initial staffing structures and coordinated with HR on a strategy that included hiring, on-boarding, training and advancement systems, that were in-line with both industry standards and Shell Procedures.

Jul 2001 – May 2006

El Paso Energy, Houston, TX Manager, Asset Management – Asia Pacific

Kieco Energy – Chief Technical Officer

Manager O&M

Directly responsible for the profit and loss of El Paso’s Asia Pacific assets, a total of 15 projects in six countries. The operating staffs were provided support on various projects (e.g., government, bank, technical related), as well as with the identification of plant-level projects that would have both immediate and long-term impact. Specific accomplishments include:

Led the contract negotiations for both the procurement of equipment and the EPC for an expansion project at an existing power station in Indonesia. This included expansion of both the natural gas production and gas treatment facilities.

Conducted analyses of plant operations at three power projects in Brazil and implemented recommendations that increased their availabilities while optimizing the performance at all projects. The work encompassed various technologies and fuel sources and ensured that all changes were in accordance with World Bank and Brazilian environmental guidelines and regulations. As a direct result, availability was increased at all stations to above 92% and significant savings in fuel costs were achieved.

As the Chief Technical Officer at Kieco Energy (Korea), an 1,800MW combined cycle plant, managed a staff of 18 engineers with responsibility for all Capital Projects, environmental, and training issues for the facility. Managed a Capital budget of over $100 million for the procurement and execution of all outages on the 12 combustion turbines and four (4) steam turbines at the site. All outages were conducted on time and on budget.

For the operations at Kieco, served as the direct interface with the local power company and environmental agencies. This interface included the scheduling of dispatch of Kieco, testing of the units required under the power purchase agreement, environmental testing of plant emissions, and the coordination of LNG delivery to the site.

Performed duties as Owners Representative for the construction, commissioning and start-up, operations of the Macae Power Station in Brazil, which consists of 20 GE LM-6000 combustion turbines. This included the administration of several large warrantee claims which resulted in the successful settlement of over $30 million in parts and repairs to several units with the OEM.

Led the arbitration against Bechtel Construction for claims against the Mezihou Wan Power Station in China.

Conducted the design review and managed the start-up and initial operations at the Macae Power Project in Brazil. This work was to ensure that the plant would be maintainable over the duration of the project. As a result, the project start-up period was shortened by three months, resulting in an early Commercial Operation Date and early revenue for the project.

Received formal training on Root Cause Analysis (RCA) using the M.O.R.T. system. Participated in two Level 1 investigations using the techniques acquired during the training. The investigation’s reports and recommendations were endorsed for implementation by the project and corporate teams. The implementation resulted in a substantial drop in the Recordable Incident Rate at the facilities, which, in turn, resulted in reduced insurance costs at the sites.

Dec 1997 – Jul 2001

InterGen Energy, Inc., Boston, MA and Houston, TX Director, O&M, The Americas

Manager – O&M Development

Provided operations and maintenance and technical support for all aspects of the development and long-term operations and maintenance of InterGen's projects worldwide, including:

Directly supervised five Plant Managers assigned to combined cycle power plants ranging in size from 250MW to 1,200MW. This oversight included the monitoring of the EPC during the construction, commissioning and start-up phase as well as the long term day-to-day operations of the plants including budgeting and capital improvements.

Responsible for the hiring of all new Plant Managers for the company. Hiring was implemented before construction started, thereby allowing the plant managers to integrate with the EPC construction and start-up teams very early in the process. As a result, the O&M teams assumed a greater degree of ownership in their projects and, as a consequence, start-up times were minimized and availability was maximized early in the plant’s life.

Implemented standardized operating and administrative procedures across all plants, leading to clear and improved communications across the sites. Movements of operators between sites was also made simpler, as no additional training or familiarization was required.

Worked and coordinated with Bechtel Power (InterGen’s preferred EPC contractor) during their design reviews to ensure that all plant designs supported not only safe operations but also ease of maintainability to achieve the highest availability and reliability levels. Plants so designed included coal-fired power stations from 450 – 880MW and natural gas-fired power stations ranging in size from 300 – 1,200MW. Suggested changes in design, by ensuring adequate access for maintenance, benefited the projects both by decreasing their start-up times initially and through increased life cycle availability.

Led the environmental permitting process from an operations perspective to ensure that all information and modeling would accurately reflect the facilities’ operating profiles. This work was done for both coal-fired stations and natural gas-fired facilities.

Initiated the database of actual operating and mobilization costs of assets, resulting in increased accuracy of project estimation and the establishment of a template for ongoing operations. This work resulted in the optimization of parts procurement and resulted in a 5% decrease in mobilization costs.

Called in directly to evaluate several issues with the Quezon Power Station, a 450MW coal- fired station in the Philippines. These issues related to fire box size and coal specification and air pre-heater design. Working hand in hand with plant management, engineering companies, and the original manufacturers, acceptable solutions to various complicated situations were developed that were not only cost effective to the projects but also did not impact availability or efficiency of continuing operations.

Established a process whereby facility operations staff would work directly with the EPC construction and start-up teams early in the process. This coordination led to four facilities entering commercial operations ahead of schedule and consequently to their achieving availabilities of over 95% during their first year of operations.

1994 – 1997

Meyers - Reynolds and Associates, Inc., Oklahoma City, OK Vice President, Engineering

Provided technical support and risk management services for a wide variety of clients in all fields of the energy industry.

Provided technical reviews of new technology combustion turbines and their supporting documentation during the equipment selection process of various power projects.

Performed in-depth risk assessments on various project documents (EPC Contracts, Power Purchase Agreements, Fuel Supply Agreements, Land Leases, O&M Agreements, and Long Term Service Agreements) during the negotiation and financing phases for projects ranging from a 1,200MW combined cycle plant and coal-fired power stations to a 35MW bio-mass unit.

Conducted boiler machinery and property risk assessments of both existing assets and potential acquisitions

1991 – 1994

U.C. Operating Services, Altavista, VA Plant Engineer

Responsible for the safe operation, performance optimization, environmental compliance, and contractual compliance at a 71MW coal-fired independent power facility in Virginia. Led the technical team responsible for the due-diligence of several power projects that were considered for acquisition.

Managed the equipment start-up and turnover for all plant systems. Developed the construction punch lists and managed all warranty claims after hand over from the construction contractor

Developed and implemented all environmental procedures, which included Emergency Action and Response Plans, Storm Water Management, Air Quality Monitoring and Reporting and Waste Water Monitoring and Reporting

Led the warranty team in the settlement of a $1.4 million claim against the EPC contractor, which resulted in the retrofitting of environmental equipment at three facilities

Negotiated and implemented the first natural gas wheeling contract in Virginia, saving the plant over $250,000 per year.

Responsible for all fuels procurement and contracts for coal, oil, natural gas, and wood.

Assumed the responsibility of Plant Manager during his absences.

1984 – 1991

United States Navy Various Positions

One of 25 hand picked officers assigned to the Atlantic Fleet Propulsion Examining Board. Responsibilities included examining and evaluating the condition of propulsion plant equipment, training records, maintenance records, and watch-standers’ knowledge.

Awarded Navy Achievement and Navy Accommodation Medals for demonstrated technical knowledge, budgetary management and leadership abilities.

Responsible for all propulsion spaces on a guided missile cruiser, work which included budgeting, maintenance, operations, and the training and management of over 100 people.

As ship's Safety Officer, completed a major overhaul with only one lost time accident (of two hours lost time) and no lost work days of either ship's personnel or shipyard contractors.

Education

Purdue University, West Lafayette, IN

Bachelor of Science, Chemical Engineering, 1984

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