Timothy A. Karnowski

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

Evans, GA 30809

907-***-****

ablhwa@r.postjobfree.com

OBJECTIVE

A Management/Leadership Role that will utilize expertise in Product

Development, Project/Process Management and Change Management in order to:

1. provide organizational leadership to inspire and motivate staff to

increase productivity

2. evaluate existing processes and turnaround marginal operations for

increased profitability

3. utilize continuous improvement initiatives to optimize processes to

increase operational efficiency

4. translate business objectives into workable solutions to provide

full integration of Quality processes

QUALIFICATIONS

5. Operational Analysis

6. Performance Management

7. Process Optimization

8. Regulatory Compliance

9. Benchmarking/Best Practices

10. P&L Improvement

11. Corporate Communications

12. Budget Administration

13. Curriculum Development

14. Quality Management/ISO 9000

15. Safety Management

16. Long Range Planning

EXPERIENCE

HAWK Construction Consultants, Anchorage, AK Since 2007

Quality Advisor

NANA Oilfield Services, Prudhoe Bay, AK 2005 to 2006

General Manager

Hoefler Consulting Group, Anchorage, AK 2003 to 2005

Senior Consultant

Air Vac Systems, Inc., San Diego, CA 1998 to 2000

Vice President and Maintenance Manager

CTI Alaska, Inc., Anchorage, AK 1997 to 1998

Senior Project Manager

ARCO, Alaska and other Contractors @ Prudhoe Bay, AK 1984 to 1996

Senior Quality/Inspection Engineer

Previous Positions:

MMP Inspections, Inc., Senior Project Manager

Jet Services West, Inc., Quality Control Manager

ARCO, Corrosion Engineer

US Air Force, Aircraft Maintenance Officer

EDUCATION and PROFESSIONAL DEVELOPMENT

BS Degree in General Engineering from United States Air Force Academy

MPA studies-36 hours

Masters in Education Degree in Cross Cultural Relations and Instruction

from National University

Rudimentary Russian Language Skills

Professional Memberships:

( USAF Academy Association of Graduates-life member ( Veterans of Foreign

Wars-life member (

( National Association of Corrosion Engineers ( American Society for

Quality-Senior Member (

( Air Force Association ( American Society for Nondestructive Testing (

American Society for Metals (

Certifications:

( California & Alaska Teaching Certificates, K-12 ( Competent Person, State

of Alaska, Excavations ( Radiation Safety (

( Adjunct Professor: Quality Concepts and Project Management ( USAF

Technical Instructor ( First Aid and CPR (

Awards:

$1095 Award for evaluation of Cost Effectiveness of FTD 213

USAF Commendation Medal for performance in SEA as Aircraft Maintenance

Officer

USAF Meritorious Service Medal for Outstanding Performance in Terminal

Assignment & Missile Operations

$5500 Awards from ARCO and HAWK for Outstanding Contributor and Exemplary

Leadership

ACHIEVEMENTS

Product Development

Organized and conducted location of critical gas line rupture through

initiation of new, cutting edge technology. Artificial lift gas line

ruptured creating tremendous damage to 12M feet of surface piping in

Prudhoe Bay; project faced challenges involving weather, qualified

personnel, aging technology, and processes; declining oil prices threatened

future of operation because of probable revenue loss; created plan to

repair existing damage through use of neutron backscatter; provided

hydrogen sulfide, confined space entry and neutron backscatter training as

well as extreme cold weather practices; introduced mobile telephone service

and commissioned first PC network. Results: Work was originally scheduled

to take three years but utilization of neutron backscatter and network

enabled job was reduced to 1.5 years and reduced cost from $130M to $65M.

Wrote quality plan that provided inspection requirements and flow for $450M

project. Owners of Trans Alaska Pipeline System and its operating

contractor were called before Congress to explain reports about impending

failure of electrical systems; Task Force was assembled and Program

Director was named; first meeting laid out initial plans and deliverables

to be provided; spend entire Christmas holidays writing manual and

inspection procedures; Quality and Inspection plan was presented to task

force and Program Director. Results: Initial portion (157 pages) of

quality plan, which controlled project, was not amended during three-year

cycle; Project cost $450M instead of $600 M and was completed in two

instead of four years.

Performed sampling of gas to determine level of gas emissions during

unloading operations that enabled company to install vapor recovery system.

EPA had targeted loading terminal for crude shipments from Prudhoe; high

ends of carbon gases were leaving yellow cloud above terminal when tankers

were exhausting gas in their tanks while filling them with crude;

determined cause of cloud and companies had to determine amounts; put

together scientific study to measure contaminants but needed engineer to

conduct testing; tested 87 tankers in four months (thirty more than

originally planned in half time); ship canisters, maintained database,

prepped cylinders for gas gathering, and performed maintenance on equipment

we had to use. This was all performed during the winter when the snowfall

for Valdez reached 587 inches. Results: successful study was designed and

installation of $900M vapor recovery system, which eliminated panchromatic

cloud but added to bottom line profits of owners.

Project/Process Management

Maintained alert commitments at locations which were compromised by

complications of transaction of tactical units. Train people on F-15.

F4E was programmed to be replaced by F-15 A ; during transition,

resources were limited and unit experienced difficulties regarding

Operational Readiness Inspection; asked to work with unit and changes

rapidly. Results: Eight weeks later Aircraft Maintenance Unit was

reevaluated and passed beyond expectations; F-4's were transferred out

with very few discrepancies, and the F-15's assumed alert commitment

despite fact that F-15's were not new airplanes and had to be brought up

to standard to endure Artic conditions; conversion was fastest and least

expensive conversion in USAF history. .

Provided training for 400+ Greek airmen to service and maintain surplus F-4

aircraft. USAF had dilemma of too many aircraft and more coming off

assembly line; foreign military sales provided solution that involved

selling assets and keeping personnel occupied in their field; Greece and

Turkey committed significant capital to replace Korean War vintage

fighters, but lacked funds for repairs; tasked to take 27 man team to

Lower Greece and train their personnel in 18 month period using Mobile

Training Set worth $35M that was airlifted in from Germany. Results:

Training was completed in less the 270 days at a saving of 40% of

projected budget; funds saved from training program paid for spare parts.

Implemented Pipeline integrity management for hazardous gasses within

pipelines that removed over 1000 people from harms way. In the early

days of the 21st century CFR 49 concerning hazardous materials and

specifically oil and gas pipelines began top set enforcement criteria for

their regulations Most of the pipeline firms have no idea about "Pipeline

Integrity and its requirements. tasked with oversight of major oil

producer and shipper on Pipeline Integrity to all them to pass DOTPL

audits; with assistance of guru of Integrity Management, constructed

lesson plan, conducted formal training, performed practice audits,

instituted corrective action, and provide advice when they met with

government regulatory agencies who levied heavy fines for violations.

Results: Company made it through initial audits and were in good stead

for a period of time.

Change Management

Wrote staff study and submitted to Air Training Command Headquarters and

projected out requirements for five years. Field Training Detachment 213

in Washington DC was challenged with performance of primary mission of

training enlisted maintenance personnel because of USAF regulations; no

commanding officer had been assigned for several years and instructors were

needed elsewhere; after extensive research and experimentation, recommended

closing detachment down and providing training that was required with

visiting instructors; incorporated all regulations of both Training Command

and Headquarters Command. Results; Suggestion committee accepted

recommendations from staff study and FTD 213 was disbanded with total

savings of $700K over five years; awarded $1095.

Corrected major problem areas on F-4E aircraft that had been source of

frustration to company for some time. Upon returning to position in

aircraft maintenance in Alaska, found same F-4Es encountered earlier in

career; met with executive management to discuss problem; utilizing

previous experience, made suggestions to resolve problems; at first,

suggestions were met with resistance because of length of time that

problems had gone unresolved; after review of aircraft records, it was

determined that suggestions had merit and repair process was initiated.

Results: Assessment was correct and remainder of historical records were

ordered to be reviewed; new acceptance check was initiated that saved

substantial operating capital and maintenance man-hours..

Restructured replacement process of corroded pipe found during radiographic

examination that saved company substantial costs. After two weeks as new

corrosion engineer, observed that existing replacement process was

cumbersome and not cost effective; piping runs required more then ten

sections to be removed and replaced; performed research on cost of pipe,

time to remove spools, and environmental concerns with number of cuts;

scheduled meeting with construction manager and presented convincing

proposal that it made a lot more sense in both time and money to remove the

entire stretch of pipe impacted by the corrosion and replace it with new

pipe. Results: Net outcome was savings of millions of dollars and two

years of effort, as well as change in operational philosophy.

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