Qualifications
Highlights
. Twelve years of diversified experience in project administration,
cost analysis, quotations, cost engineering, financial reporting,
and risk assessment.
. Experience in working for legal and accounting firm in Baku,
Azerbaijan. Certificate of first degree accountant certified by
Central Asia Business Consultants, Inc.
. Self starter and self motivated, capable of adapting to different
environments
. Project concept oriented and capable of handling several projects
simultaneously
. Strong analytical and quantitative analysis skills
. Extensive experience in conducting business for American companies
in post-Soviet countries and Middle East.
. Supervisory experience with the US freight forwarding, logistics,
offshore constructions company.
Education and
Training EDUCATION: University of St.Thomas, Houston, Texas
Master of Business Administration with concentration in
MIS and Finance
Cumulative GPA: 3.8/4.0
Louisiana Tech University, Ruston, Louisiana
Bachelor of Science, Major in Production Operations
Management
Minor in Management Information Systems
GPA: 3.4/4.0
July 1994 - November 1997
LANGUAGES: Fluent in English, Azeri, Russian, and fair
Turkish.
PROFESSIONAL
STUDIES: Course in Project Planning - Primavera
Course of Industrial Management in Exploring Oil
Deposits.
Azerbaijan State Oil Academy, Baku, Azerbaijan
50 hours in Project Management Certification Courses -
Project Management Institute, Houston, TX
COMPUTER SKILLS: MS Office expert level (including Access
and Excel), MS Project, Primavera, SAP, Kildrummy
CostManager, PCMS, different kinds of cost tracking
software, statistical software, JDE accounting system,
etc.
Relevant Willbros (Houston, USA)
Experience (April 2009- Present)
Estimator
The $150 million project entailed in itself engineering,
procurement and construction of 7 pump station for Trans
Canada pipeline.
Main role is to compile material take off (MTO) for all
the disciplines according to the drawing quantities,
comparing it to original estimate quantities, identifying
growth or reduction in quantities and comparing quantities
with the client quantities.
Identifying and estimating the change orders for
additional scope of work.
Establishing units and unit prices
Negotiating bases of estimates with the client
Auditing invoices and compliance with the contracts
between client and Willbros, Willbros and subcontractors.
Post-project contractors change orders, final target price
and final fixed fee validation
RasGas, Inc. (Doha, Qatar, Middle Eas
(Setember 2006- March 2009)
Senior Cost Engineer
This 2 billion reimbursable block of projects (Common
Offplot Projects) involved engineering, procurement,
fabrication, equipment, construction of LPG Phase 2,
Common Condensate Area Phase 1 and 2, Lot 'H' LNG, Rundown
Lines areas of Raslaffan Industrial City located in Qatar.
Introducing and implementing for the first time of RasGas
history a Kildrummy made "Costmanager" software widely
used and indorsed by EMDC (ExxonMobil Development
Company).
Working with contractors on the budget analysis through
the Gates processes used in ExxonMobil and RasGas internal
system by approving and releasing funds based on clarity,
details and soundness of proposed budget and plan, i.e.
FEED Stage, Class I thru V estimate, etc.
Developed database that would allow constant efficient
update and improvement of WBS structure based on addition
and deletion of scope of the project.
Developed Gantt charts to visually realize equipment usage
dates to track timely return of equipment and flag
unneeded equipment.
Brought contractors data to uniform format to use it to
import into Kildrummy CostManager.
Calculation and analysis of earned value.
Using Costmanager to generate reports that would show
status of commitments, forecast, actual, variance
analysis, etc.
Close interaction with planners, estimators, and
schedulers while setting up the project scope in
Costmanager as well as during the project.
Monitoring, analysis, auditing of all personnel man-hours
and checking it with security badge system readings.
Invoice auditing on monthly basis.
Auditing Contractor processes for getting correct data on
monthly basis.
Maintaining count, resolving, getting approvals, analysis
of aging of changes in Change Management procedures on
weekly basis.
PMOC process stewardship. Identifying and defining cost
impacts, delays and hazards of change orders to the scope
of the project.
Updating, maintenance and stewardship of TOFA report
(Table of Financial Authority). Defining the limits and
level of authority needed to approve the change as on EPC
as on management side of the scope.
Trained and delegated responsibilities to newly added
members of PMT (Project Management Team).
SAP data analysis for actual corporate expenses.
Generating and analyzing Monthly Cost Stewardship reports
and reviewing them with project management (comparing
commitments, VOWD, forecasts, opportunities and
vulnerabilities against original budget)
Tracking vendor performance against budget and schedule
and identifying problems thru the project and during
pre-commissioning and start up & commissioning stages of
the project.
Developing plan and researching on how to sell and for how
much the 10,000 people-labor camp built for the project.
Generating discipline performance analysis reports and
charts as well as overtime usage trends reports.
Post project true up common cost allocation based on
Capital Expenses amounts among the projects.
Project was completed 4% under control budget and on time
in February of 2009.
CBI Howe Baker (Chicago Bridge & Iron) (Houston, TX)
(March 2006 - August 2006)
Lead Cost Engineer
Main function is cost tracking and cost controlling of
EPCM Project for Enterprise, Inc. Overall size of the
project is 200 Millions. This project involved
engineering, procurement, fabrication, construction,
equipment, testing and delivery of Green roots, turn key
Electric Plant.
Developing and implementing change management procedures.
Reporting expenses, commitments, actuals, and accruals
using JDA Accounting system (as internally as for the
client)
Following and reporting the progress of all disciplines
Generating and updating weekly forecast reports for
management review.
Monitoring contractors labor man hours
Revenue vs. Expense profit analysis.
Monthly JDA Accounting system updates with forecasts,
accruals, and projections for corporate reports.
SCR, LLC (Strategic Contract Resources, LLC) (Belle Chase,
LA) (December 2005 - February 2006)
Cost Engineer/Project Coordinator
Main function is cost tracking and cost controlling of a
Turnaround and Katrina Recovery Project for ConocoPhillips
Alliance Refinery in Belle Chase, LA. Overall size of the
project is 135 Millions.
Monitor daily labor hrs for contractors as compared to
Alliance Timekeeping System (ATS)
Assist Planner/Operations Personnel in correct work
order/requisition development for proper commitment cost
control
Develop month-end accrual of costs incurred for both
Katrina expense, Turnaround and Capital
Develop year-end accrual of costs incurred in detail (to
withstand a year-end audit by E&Y for both Katrina
expense, Turnaround & Capital)
Invoice audit function: - Audit contractor invoices (15%
testing) prior to pay
Tracking completion timing
Provide proactive cost control and cost tracking
expertise:
- Commitment accounting for all costs
- Delineate costs by project
- Delineate costs by unit for future period assimilation
Develop an allocation methodology for contractor overheads
and incentives to projects/units.
GDS Engineers, Inc. (Baytown, TX)
(April 2002 - December 2005)
Cost Engineer/Project Coordinator
Main function is cost tracking and cost controlling of all
capital projects, turnaround and major downtime
maintenance expenses for ExxonMobil Refinery in Baytown.
Project block sizes range from $1-$70 million.
Assist the Project Managers and Project Engineers with
cost control associated with projects
Set up project in Cost Control Programs (MS Project, MIS,
SAP, PCMS and "in house" developed Cost Tracking Program)
using Class 1 Estimate from contractors. Set up curves &
graphs in the program using manning profiles from
contractors.
Set up the following:
Work order numbers
Contractor list
Class II budget
Head count
Develop and maintain contingency rundown curves.
Notify contractors of start date for providing labor hours
and dollars, material and equipment rental costs to Cost
Steward's Contract Support.
Receive and input daily contractor labor hours and
dollars, material and equipment rental costs into cost
tracking program.
Enter daily percent complete for contractors and work
orders provided by the constructors.
Import rental equipment and outside shop/repair cost data
from cost tracking links.
Enter approved Field Change Orders from constructors into
program daily/weekly.
Download actual SAP costs for projects.
Run cost reports and graphs.
Analyze cost data and review with Managers/Engineers.
Develop forecast cost based on existing data. Issue cost
reports to PM/PE.
Bertling Logistics, Inc. (Houston, TX)
(September 2001- April 2002)
Project Coordinator
Ongoing internal Audit
Addressing problems, opportunities and improving
communication procedures between accounting and
operations.
Coordination of projects logistics for companies such as
Nations Energy, Tengizchevoil, Agip and other major
corporations operating on the territory of CIS.
Monitoring and expediting payments on outstanding past due
invoices.
Month-end projects costing and billing, accruals.
Generating and Providing Quotes for procurement and
logistics of wide variety of goods to various countries.
Risk assessment of alternative, cost efficient and most
politically safe international transportation routings.
Alliance International Management (AIM) Inc. (Houston, TX)
(June 2000-September 2001)
Projects Control Coordinator
Job responsibilities include simultaneous control and
support of multiple projects in accounting, financial,
planning/scheduling and HR matters. Projects were
conducted on the territory of North and South America and
Jamaica. The list of clientele included British Borneo,
BP, CSM Tidewater, Agip, ALPART and KJBC. Close
interaction with and reporting to Vice President of CSM
Americas.
Project Balance Sheets and Income Statements. Accounts
management and reconciliation.
Set-up of vendor master-file controls & development of
procedures for verification and approval of incoming
contractor invoices (AP).
Testing for integrity of contractor charges and verifying
adherence to contractual obligations (rates, price lists,
rebates, volume discounts, etc.)
Monthly invoicing, receivables ageing analysis, follow-up
on overdue invoice payments (AR).
Development of various databases in Access 2000 and
performance of quantitative data analysis, which were used
by clients in their management decision-making processes.
Monthly planning of rotational employees' travel schedule,
airline bookings and maintenance of employee travel
expense records.
Collection and processing of contractor timesheets and
travel expense claims. Preparation of monthly payroll
files in coordination with clientele's central HR
functions.
Various personnel admin functions: insurance application
for new hires, administration of immigration related
issues (visa requirements, work permits processing, etc.)
Adhoc spare parts purchasing for operations in Peru &
Ecuador. The scope of work included identification of
potential suppliers, solicitation of quotes, procurement
of required items, selection of the most cost efficient
freight forwarder & arrangement of delivery to the
client's warehouse in Peru or Ecuador.
Alliance International Management (AIM) Inc. (Houston, TX)
(March1998 - May 2000)
Project Support Administrator
Chevron Global Technologies, Venezuela
This project involved fabrication, construction,
equipment, testing and delivery of 4,400 ton gas
processing platform for Chevron's project in Venezuela.
The role involved close interaction with senior project
management and direct reporting to Deputy Project Manager.
Gathered and consolidated financial input across different
project functions for annual planning and expenditure
budgeting. Administered expenditure monitoring procedures
in line with internal Delegation of Authority Guide
(approval of AFEs, cost center management, material and
services requisitioning, etc.)
Prepared annual budget presentation to senior management
of Chevron and Brown & Root.
Monitored timeliness and accuracy of project billings to
Chevron Global Technologies.
Worked with Site Team Manager to identify information
needed for project administration. Development of project
documentation systems, project-reporting procedures,
tracking of specifications and drawing status.
Liased with contractor's planners to synchronize planning
& scheduling support for site team Software used - MS
Project, Primavera
Worked with site team management to monitor and evaluate
work progress in comparison to the Master Plan of the
project. Developed and generated weekly and monthly
progress reports.
Participated in communications planning by developing
correspondence procedure, status forms and regular status
meetings with the contractor.
Developed Office Procurement Planning System by
identifying needs of personnel and ordering supplies from
vendors.
Co-ordinated activities of the commissioning team as
required to integrate this with contractor activities.
Monitored software standardization and utilization.
Developed standardized information retrieval system and
information distribution system.
Overall Change Order Control. Run Project Management
Information System program to generate different kinds of
report such as Total Man-hours Report. Creating Progress
Curves that would show the progress as well as problems
with the project.
Scope and Completion Time Change Control. Expediting
project progress by adding manpower in different areas of
project and by that removing bottlenecks.