Manager Project

Warren B. Squires

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

La Porte, TX 77571

(281) 471- 6200 (Office) 281-***-**** (Cell)

SUMMARY

** ***** ********** ********** **** hands on to management, including

VP/General Manager for a 25 year old specialty contract company and

Operations Manager for a large general mechanical contractor within their

mechanical maintenance divisions. 18 years of this experience was on the

client side of the business in project management (cradle to grave),

turnaround management (cradle to grave), contract negotiations, maintenance

management, facility management, warehouse distribution management, design

engineering, maintenance planner / coordinator, construction planner /

coordinator and cost controls engineering. I have project execution

experience in power generation, chemical and refining environments. I have

managed projects in an FCCU, Coker, Hydrotreater, Hydrogen, Crude, Alky

(Sulfuric and HF), Polyethylene, Gas Plants, Waste Water Treatment and tank

farm units. My experience encompasses both grassroots and revamp projects

ranging from $1M to $30M. I have managed multiple projects which together

increase project workload to $50M. Very knowledgeable in project

integration techniques, turnaround/capital project planning techniques,

along with a vast knowledge of all aspects of project preparation and

execution. Skills include business optimization to improve profitability

and maximize business performance. I consider myself an entrepreneur and

normally attack business issues with a very open mind. I also work well

within a team environment and will normally bring a lot to the table. I'm

supportive of other divisions and peers. The main goal of business is to

optimize profits while not decreasing the overall performance of the

organization. Peek optimal performance at a fair and reasonable cost work

well in both the contractor and client arena.

EDUCATION

BS in Industrial Engineering, 1989, Southeastern Louisiana University

20 hours short of BS Mechanical Engineering as of 1998, University of New

Orleans

EMPLOYMENT

Phoenix Industrial Maintenance Services, LLC 2008 - Current

Operations VP/General Manager - Maintenance - Project Services Division

Duties included the overall management and development of an expanded

operation inclusive of a 3 year business plan, marketing strategy (region,

size and target clients), funding expenditure profile, base and future

organizational structure, management standard operating procedures and

revenue projections within the chemical, petroleum and power industry

sectors. My duties included writing the new divisions' standard operating

procedures, developing and managing the division's P&L statements,

organizational staffing inclusive of sales, project managers, support staff

(safety, quality, accounting, etc) mid-level supervision and skilled

craftsmen. My duties included determining and monitoring all capital

purchases (tools and equipment) to support the new organization. I was

given sole responsibility for the full development and overall management

of this new division, inclusive of the overall safety, quality, financial

and production performance. An innovative maintenance management program

was developed and launched, which utilizes existing technology to raise the

bar within the industry for those clients seeking a general maintenance

mechanical contractor. We have several bid opportunities pending.

Citgo Petroleum Corporation, 2004-2008

Turnaround Manager

Turnaround Manager for Citgo Petroleum refinery. Job tasks included

managing from cradle to grave the turnaround scope development process,

detailed planning & scheduling both expense and capital, capital project

integration, engineering support staff and IFC deliverables, contract

negotiations, sub-contract guidance and selection, AFE funding development,

improved turnaround process and policy enhancements, project cost control

management, project material management, project logistic management and

project support staff. Current turnaround project inclusive of capital was

approximately $21M.

Lyondell/Equistar Chemical Company, 2003-2004

Planning & Scheduling Supervisor(CDI Engineering Solutions)

Hired in 2003 to supervise both capital & expense scope

development/qualification process, all planning & scheduling activities

(field verification, scheduling, material & outside services tracking

protocol, constructability reviews, logistic input, support material

requirements, equipment utilization support, ROM estimate development, cost

control input) associated with the Equistar Clinton Complex Turnaround.

This included planning & scheduling staffing assistance, contracting

strategy, project funding, designer staffing assistance and the development

and management of the CLO turnaround life cycle schedule management (MS

Projects). Assisted current Equistar TA Manager with upcoming milestone

management.

Orion Refining Corporation, Norco LA, 1999-2003

Hired in 1999 to develop the current Maintenance, Facility Maintenance,

Planning and Scheduling, Turnaround, and Warehouse Distribution

organizations including all policies and procedures, staffing requirements,

department budgets, reporting protocol and organizational structure.

Instrumental in developing the corporate qualified suppliers list including

all terms and condition negotiations. Successful completion of these tasks

enabled the sale of this corporate asset. All of these business

organizations were established from the ground up.

Turnaround Manager

Developed the Orion Refining Corporation Turnaround Management Group,

including policies and procedures, personnel staffing, organizational

structure and the project cost control process. Was the TA Manager on the

DHT Fire Rebuild, MSCCU Cat "D" Compressor demolition, 2002 MSCCU / Alky /

LPG TA and the 2003 TA Manager for the Crude / Vac / Coker / Hydrotreaters

TA. Staffing levels (including owner and contract personnel) peaked at 900.

Developed the cost control process, executive cost reporting protocol,

implemented daily cost control thresholds, inclusive of contractor, owner,

materials, indirect expenditures, budget adherence reporting. These systems

were utilized in the above TA projects. Managed the development of TA

manpower / productivity curves, TA Life Cycle Schedule, equipment /

material utilization (contractor/owner) protocol and implemented a post TA

critique/action item list to enhance future turnaround performance.

Maintenance Manager

Develop the day-to-day equipment repair protocol including material

deliveries, planning/scheduling protocol and equipment/tool distribution

protocol. Facilitated the maintenance department business plan with respect

to department goals and objective establishment and department SWOT

analysis. Provided leadership including organizational structure

enhancements, improved equipment utilization and optimization, equipment

reliability protocol. Acted as liaisons between internal maintenance

personnel, maintenance management staff and other external departments to

increase business performance. Was instrumental in developing the ORC

maintenance department budget policies and procedures, business

optimization action protocol to enable increased maintenance performance.

Warehouse Manager

Optimized the warehouse distribution process within the refinery. This

included organization structure modifications, policy and procedure

improvements, establishing material drop zones to support planning & field

implementation efforts, implement WH security protocol, consignment

agreements, contract negotiations, reporting protocol, fuel distribution

for the refinery to support day to day business, capital and turnaround

projects. Worked aggressively with other business units to improve and

capitalize on changing environment at ORC. This business entity was

transferred at years end 2002 to the Financial Director of Orion Refining.

Facility Maintenance Manager

Developed the protocol, including budget controls, policies and procedures,

owner staffing requirements and all contract staffing requirements by which

these tasks were executed. Managed the building & grounds repairs,

including grounds maintenance, vehicle & owned equipment maintenance and

building maintenance. Within this business unit Orion Refining Corp had 20

facilities onsite, several hundred acres of property, 137 company owned

vehicles, fuel truck, and heavy equipment.

Planning & Scheduling Manager

Developed and implemented the current maintenance planning & scheduling

protocol, including writing procedures, organizational structure, budget

controls, planning & scheduling reporting format and protocol. Lead the

maintenance department in the development of the refinery qualified

suppliers list, standardization of current contract terms and conditions.

Disciplines represented included electrical, instrumentation, rotating

equipment, fixed equipment, piping, etc. Policies and procedures were

created with a high level of external department negotiating.

The above positions were separated for clarity, but were managed at the

same time.

Jacobs Engineering Group, Baton Rouge LA, 1998-1999

Senior Cost Engineer (Contracted to Exxon USA, Baton Rouge Refinery)

Responsible for the financial management of over $70M/QTR of capital

expenditures for the Baton Rouge Area Project Management Department at

Exxon USA, Baton Rouge. Worked with the Project Manager to provide project

estimation, cost control, financial cost impact to project business plan.

Entergy Corporation, Riverbend Station 1994-1998

Senior Project Manager

Responsibilities included capital project execution and expenditure

management for Entergy's facility optimization plan following the

acquisition of Gulf States Utilities. This included the management of

closed shop craft personnel, material and equipment expenditures to achieve

successful project execution per budget and schedule. Managed projects

ranging to $25M. Responsible for the design approval, execution management,

budget compliance, owner and contract staffing (open & closed shop),

schedule adherence, chief executive reporting, change order approval,

insure adherence to project business plan objectives, project expenditure

approvals inclusive of materials, equipment, owner/contract staffing, and

material expediting for each individual project.

Outage Project Manager, Riverbend, Grand Gulf, Arkansas 1 & 2

Tasked with supporting other facility Project Managers during other plant

outages. This included progressing job performance and resolving issues

utilizing facility policies and procedures and site project management

practices.

Construction Planner

Responsibilities included construction planning including craft personnel,

material requisitioning per approved engineering specification,

implementation job plan development, procedure adherence and budget

development. Was the site expert with respect to wall penetrations,

fireproofing. Discovered, developed and implemented an improved wall

penetration, fireproofing implementation procedure for the Riverbend

Station. The NRC complimented this in good favor.

Entergy Corporation, Waterford 3 SES, 1989-1994

Maintenance Outage Coordinator

Responsibilities included the management of craft personnel, equipment and

materials associated with the refurbishment of Waterford's Westinghouse

Turbine. This included installation of new piping for the low-pressure

steam system. Developed an erosion/corrosion program for all low-pressure

steam piping, including UT readings for wall thickness, piping life cycle

calculations per ASME Section 3 and ANSI B31.1 code pressure stress

requirements. This data had not been provided since plant operation and was

transmitted to the maintenance department for future reference.

Maintenance Outage Planner

Developed the maintenance plans for the refurbishment of Waterford 3's

Westinghouse Turbine and all other balance of plant systems, including

schedule, job plans, material requisitioning, equipment and personnel

utilization.

Mechanical Systems Design Engineer, Pipe Stress/Pipe Support Design

Engineer

Responsibilities included the engineering of various mechanical piping

systems per plant code requirements, policies, procedures and engineering

specifications. Performed pipe stress analysis and pipe support design

utilizing Ebasco Pipestress 2010 and the Bectel ME101 series programs per

ASME Section 3 and ANSI B31.1.

TRAINING

Contract Law, Contract Law Mediations, Certification training through

Project Management Institute, SAP and EMPAC, EXXON's proprietary CMMS

software, MS Projects, working knowledge of Primavera P3, MS Access

Database programmer, etc.

References provided upon request

Contact this candidate