Austin C. Mattson II Resume Aug** Document Transcript

AUSTIN C. MATTSON II, MSCPM, PMP

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

Murrysville, PA 15668

724-***-**** abo8ny@r.postjobfree.com

PROJECT MANAGEMENT AND OPERATIONS EXECUTIVE

Performance-driven executive leader, strategic thinker and planner, extremely effective at driving tactical initiatives to

winning outcomes. Thirty years of comprehensive and progressive global experience in project and operations

management. Highly recognized for expertise in:

Project and Program Portfolio Management

Delivering Projects and Programs - NPD, R & D, Construction

Building Strategic Alliance Partnerships

Creating & Implementing Project Management Systems

Developing Business Plans

Developing Proposals and Handling Negotiations

Profit and Loss Management

Leading Difficult Change Management Initiatives

Cost Containment & Asset Maximization

Operations Building, Optimization and Turn-around

Establishing Effective Performance Metrics

Optimizing Diverse Group Synergies to Achieve Goals

Project / Program Risk Management

Developing Corporate Business and Marketing Strategies

Rescuing Troubled Projects

Developing and Providing Project Management Training

Corporate Budgeting

PROFESSIONAL EXPERIENCE

DELSAER INTERNATIONAL, Pittsburgh, PA 2009 Present

Chief Operating Officer, Pittsburgh, PA April 2010 Present

Created an outgrowth firm of Delsaer based in the US, and serving international markets, to provide complete project

management services to organizations to improve their project performance and capital effectiveness.

Executive Project Management Consultant, Delsaer, Montreal QC, Canada July 2009 April 2010

Specifically recruited to assist in negotiations between a Fortune 150 steel manufacturing company and two

engineering, procurement, construction and management firms to form an Alliance Partnership delivering projects.

Selected as principle designer, writer and trainer of the project delivery system. Responsible for process and

procedure compliance, training and establishing mechanisms for project continuous improvement.

Represented Owner s team in complex three-way Alliance Partnership Agreement for capital projects.

Authored a Scalable Alliance Project Delivery System and Process Manual for Alliance Partnership.

EDMC, Pittsburgh, PA 2009

Director of New Course Development

Responsible for new course development of Graduate, Masters and Undergraduate Level Degree Programs for three

Universities. Responsibilities included training executive management and program development managers in project

management principles applied to new course development processes resulting in improved efficiencies.

Designed and applied unique project management methodology to higher education new course development.

Established new performance metrics, providing a first-time visibility into new course development effectiveness.

ALCOA 1998 2009

Project Controls Technical Consultant (Major Projects), Alcoa Corporate Center, Pittsburgh, PA 2006 2009

Selected as principal executive level project management technical expert to provide strategic and technical leadership

in project controls for major capital construction projects across the organization. Maintained responsibility for

project governance of all capital growth projects and sustaining capital projects greater than $50 million.

Developed and led global implementation of the Alcoa Project Controls System, providing enterprise-wide project

management methodology praised by senior management for its comprehensiveness and effectiveness.

Implemented well-received Project Lessons Learned and Project Peer Review Programs that enabled project

teams to learn from past project mistakes and successes improving overall capital effectiveness.

Led Mega-Project (> $1 Billion) Peer Reviews and analyzed success parameters.

AUSTIN C. MATTSON II, MSCPM, PMP PAGE TWO

ALCOA (continued)

Appointed Secretary of Project Decision Review Board (PDRB), delivering project selection decisions on the

capital projects portfolio and recommendations for project Board of Directors authorization.

Successfully led project rescue team to turn around troubled strategic project > $500 million by conducting a

performance gap analysis and guiding the project through stage gated process.

Senior Program Manager (R & D and NPD), Alcoa Technology Laboratory, Alcoa Center, PA 2004

2006

Recruited to develop and deploy a research and development project management program. Directed and managed

projects and programs to ensure consistency with corporate strategy and consistency of processes across projects,

while maintaining high customer satisfaction levels.

Instituted the Project Management Methodology after successfully piloting it with sixteen projects, including

defense, aerospace and automotive projects to provide the organization with a standardized methodology to

improve management process of projects and overall project performance.

Authored three internal project management guidebooks adopted by the organization.

Established a voluntary global project management best practices community organization with an interactive

intranet website that served as a knowledge resource library and was widely used throughout the enterprise.

Developed well-received project management training program, including constructing courses and teaching both

internal and external project management practitioners.

Project Manager/Senior Project Manager (NPD), Alcoa CSI Inc., Crawfordsville, IN 1998

2004

Provided leadership on strategic projects in research & development, process improvement, new material

development and new product development.

Guided multiple successful projects from conception to market introductions, including:

A new product; representing 18% of the total company market sector sales volume.

An improved technology platform, doubling product manufacturing throughput.

A new sealing technology for closures under extreme heat conditions.

A new blended material, saving approximately $ 4.5 million in material costs per year.

International experience leading process transfer to European Research and Design organization in Germany,

while also leading two new product development project teams across Europe.

Appointed to the product development task force, which devised new processes, tools and techniques that reduced

product development time from over 2 years to less than 8 months.

Selected as the only project manager to serve as co-program owner of 2 product market sectors.

Developed the strategic organizational competencies plan, which was adopted as a corporate-wide model to build

project management capability.

NYPRO OREGON INC., Corvallis, OR 1996 1998

Operations Manager

Held total responsibility for manufacturing operations of an ISO 9002 certified custom injection molding plastics

plant.

Developed business strategy to convert tooling shop into a profit center by adding mold building capabilities and

marketing and selling new prototype and rapid mold build services.

Conceived and executed machine process controls strategy that improved overall production efficiency from 72%

to 85%, and improved product yields from 90% to 98%.

Staffed logistics team and chartered procedures to improve inventory accuracy from 67% to 100%.

LETICA OF NEVADA, Jean, NV 1994 1996

Plant Manager, Plant II, Thinwall Division

Recruited for a second time to turn around, and re-engineer a failing injection molding facility.

Enhanced delivery reliability from 60% backorder to 100% on time by rebuilding plant management and

customer service teams, improving inventory control system, and fully-integrating workflow procedures.

Improved plant efficiency from 50% to 75%, while reducing plant scrap rate from 8% to 4.3%.

AUSTIN C. MATTSON II, MSCPM, PMP PAGE THREE

THE TIMBERLAND MFG. CO., Mountain City, TN & Boone, NC 1993 1994

General Manager

Maintained complete responsibility for U.S. operations, of multiple manufacturing locations and warehouses with

1200 plus personnel, and an annual operating budget of $27.5 million.

Increased average monthly production of outdoor footwear products 108%, and reduced the cost per pair by 20%.

Increased output by almost 50% by re-organizing production lines according to modular manufacturing concepts.

Improved inventory turns from 9 to 19, which reduced raw materials inventory from $9.6 million to $6.5 million.

Initiated the idea of, and then established, a highly profitable retail outlet store within the factory.

BARRY S OF SAN ANGELO, San Angelo, TX 1988 1993

Plant Manager

Converted cutting and sewing facility into an injection molding facility.

LETICA OF DELAWARE, Middletown, DE 1985 1987

Plant Manager - Lead operations of an injection molding and decorating plant.

ALLEN BRADLEY COMPANY, Greensboro, NC 1984 1985

Production/Maintenance General Supervisor - Managed 5 production lines in a high speed electronics plant.

UNION CARBIDE CORPORATION, Asheboro, NC 1980 1984

Maintenance Supervisor - Responsible for 25 skilled trades workers involved in the production of battery products.

U.S. MARINE CORPS, Camp Lejeune, NC 1977 1980

Captain - Platoon Commander and Special Staff Officer, in Motor Transport, Communications and Intelligence.

EDUCATION / CERTIFICATIONS

PhD Candidate, Specialized Curriculum: Strategy, Program and Project Management, Lille Graduate School of

Management, ESC Lille, cole Sup rieure de Commerce de Lille, Lille, France

MS, Project Management, The George Washington University, Washington, DC

BA, Sociology, Honor Student, University of Connecticut, Storrs, CT

Advanced Project Management Certificate (APMC)

Project Management Professional Certification (PMP )

AFFILIATIONS

Member, The Project Management Institute (PMI),1999 Present

On-Site Evaluation Team Member, Global Accreditation Center (GAC), PMI, 2008 Present

Member, Advisory Panel, The Project Management Institute (PMI), 2005 Present

Member, Construction Industry Institute (CII), 2006 Present

Member, Board of Advisors, Construction Industry Institute (CII), 2008 2009

Member, Board, Independent Project Analysis (IPA), 2008 2009

PMI Chapter Member, Indianapolis (1999 2009), Pittsburgh (2004 Present); and Risk SIG (2005 Present)

Member, Research Team 241 (Optimizing Construction Input), Construction Industry Institute (CII), 2006 2008

Member, Association for the Advancement of Cost Engineering International (AACE), 2006 Present

Member, Society of Plastics Engineers (SPE), 1988 1997; Senior Member, 1997 2005

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