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Project Management

Spring, Texas, 77373, United States
January 28, 2018

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**** ******** **** **.

Spring, Texas 77389

Cell: 281-***-**** / Email:


University of Houston / BS Industrial Technology w/emphasis in Business


Steve M. Ford (Shell Research)

Bob Skrzypczak & Kris Yost (EM)

Eric Ford (WG Mustang)


I am a degreed, entrepreneur and accomplished (Project Controls) managing professional with many years of domestic and international experience leading and promoting the core values relating to implementing cost saving initiatives and meeting financial and strategic schedule milestones / KPIs. Successes were achieved in both development and execution phases within the total life-cycle of capital projects as well as in business ownership. I owned and operated a business for 8 years building on my Project Controls experiences while expanding my business expertise and creative thinking which has been utilized in my continuing Project Controls career.

With a proven track record and ability to collaborate with Project and Construction Management, Supply Chain / Contracts Management, Risk Management, and Financial Management and Controls, I have maintained a high level of efficiency through optimizing fresh ideas while preserving integrity reaching mutual goals. Known for excellence in analytics, communication and negotiating skills that support the needs of diverse project teams as well as client representatives and key stakeholders for both EPC Contractors and Owner / Operators within the Oil & Gas, Drilling, Specialty Chemicals, Petrochemical, Utility, Power / Energy, and Nuclear Industries.

My resume highlights three main categories: Core Competencies & Technical Skills / Professional Experience / Projects. Each company or project offered both challenges and learnings from which I expanded my skills and improved my craft while assuming more responsibility and mentoring less experienced individuals. With each project my goal was simple: always make the team “look good” and keep management accurately and timely informed. My focus was to ensure each project remained at or under budget and to maintain or improve the overall timeline which required a high level of understanding project integration and execution.


• Quality Improvement Process • Business Process Mgmt • Earned Value Mgmt (EVM)

• Cash Flow Mgmt / Audits • Planning / Scheduling • Risk / Mgmt of Change (MOC)

• Quality Assurance / Mgmt • Construction Management • Multidisciplinary Collaboration

• Technical Writing • Outages / Turnarounds • Cost Forecasting / Reporting

• Cost Engineering • Execution & Strategic Planning • Work-In-Place (WIP)/Contracts

• Progress / Performance • Invoicing / Material Tracking • Accruals / Commitments

• WBS / CBS Coding Structures


Spreadsheet applications: (MS Office Suite – incl Excel, Word, etc.); Scheduling applications: (Primavera / MS Project / Timeline); Drilling activities: (WellView); Invoice verification: (PayNet); Database: (MS Access); Accounting systems: (SAP / Oracle); Graphics applications: (Power Point); TFS / Agile execution approach. Developed and utilized various other cost systems and quantity tracking programs throughout my career.


EXXON/MOBIL (c/o Collabera) (08/2017 – 01/2018)


Responsible for standardization of the work flow process for internal company IT projects as the TFS – Agile business approach was implemented within the global project execution methodology. As progressive teams were developed, responsible for global interaction for controlling costs as well as various timelines within the scope of each Sprint and impacting changes. This methodology substantially improved productivity while reducing staffing requirements and overall costs.

WoodGroup Mustang, Houston TX (04/2015 – 02/2017)


Managed all cost and schedule activities for capital projects at WGM’s Industrial Business Unit Office. Coordinated progress and earned value reporting as well as cash flow projections and accounting processes to support client requirements and company standards for projects of various sizes and complexity. Orchestrated development and preparation of project cost / financial reports, EPC schedules, and associated presentations. Oversaw the Change Management process and tools to communicate variances and provide root cause analysis of changes. Launched control tools for regulating and planning the labor pool for the overall office projecting 3-4 years out which solved labor projection inaccuracies. Mentored and provided guidance to the Project Controls team towards always focus on improving PC’s skills to maintain high PC’s competencies and standards. Also, secunded to SABIC Chemicals to provide oversight of Construction Contractor pre & post activities in preparation for a major TAR. Improved cost/schedule analytics and reporting, orchestrated Demob / Remob activities and spearheaded the Preservation Team preparing for the long-term shutdown.

BASF Chemical Company, Houston TX (2014)


Coordinated all cost activities on the largest capital project that included 2-TARs and supervised field cost. Orchestrated Cost Control for investments of various sizes and complexity. Led the development of the cost estimate, forecast, and preparation of project cost reports and presentations. Optimized variance explanations to improve root cause analysis of changes. Initiated continuous improvement actions for the project team which improved communication as well as employee morale. Monitored all aspects of Purchase Requisitions, PO’s, and Invoices in SAP. Developed monthly reports and slides for Steering Team meetings. Influenced development of coding structures (WBS / CBS) and overall execution process for TARs. Provided EPC and Contractor oversight of contracts to ensure timely and cost affective forecasting that increased accuracy and improved clarity of reporting and execution.

EXXON/MOBIL (c/o NES Global) (04/2006 – 10/2013)


Optimized Project Controls, accounting, and invoicing activities performed on both upstream and downstream projects. Achieved positive schedule milestone results as well as enhanced cost reporting benchmarks during profit / loss remediation which ensured almost 100% cost recovery. Responsible for business manager functions as well as cost and schedule activities as part of the Contractor Oversight Team. Enhanced drilling activities for both deep water and gas wells through improved Drilling Scorecard metrics that increased accuracy and efficiency in closing all Final Cost Reconciliations. Transformed owner’s cost reporting in all areas through initiating consistent performance metrics that improved presentation clarity and quality of charts and graphs comparing original, projected, and actual costs against those performance milestones. Authored Weekly and Monthly reports (at various levels), special management reports, labor reports, and responsible for management presentations to the Project Leadership Team that added value to the team and provided management better understanding of project execution and implementation of problem resolution techniques.

JACOBS Engineering (04/2004 – 04/2006)


Provided Project Controls and Financial leadership for various Project Teams. Improved initial estimated development and project cost management through attention to detail and focusing on project execution. This involved cost reporting (through the Jacobs Automated Costing System (JAC’s) as well as coordinating and reporting internal project financials to management. Implemented a complex code of accounts and WBS structure that included application of budgets and code of accounts for Purchase Requisitions, Purchase Orders, and Invoices. Implemented and executed the Change Management System and associated tracking tools. Improved tracking documents necessary to manage the application of Design Allowance and Project Contingency. Conceived ad-hoc documents that

streamlined metrics necessary to present forecasts as well as an early warning of potential problem

areas reported to management. Supported the project team by taking a PC’s leadership role in all levels

of management and project team meetings to influence and maintain focus in achieving strategic goals

and targeted cost and schedule milestones.

MUSTANG Engineering L.P. (2002 – 03/2004)


Orchestrated cost management responsibilities and initiated all cost related project documents including Project Cost Reports, Cash Flows, and internal Project Financial Reports. Managed budgeted / expended labor hours and associated costs as well as progress and performance analytics. Implemented the WBS / CBS coding structures for labor hours, equipment, materials, and associated dollars to insure integrity and consistency with reported project costs both internal and external to the Company. Coordinated all cost related activities with alliance contractors within the Partnership Agreement for the project. Spearheaded project controls interaction with both Client and Company / Project Management.

Special assignment as Client Representative with Nova Chemical with oversight responsibilities. Achieved cost and schedule success both internally and oversight of all Contractors involved in fire damage repair to bring plant online under budget and on time.

DYNEGY INC. (2000 – 2002)


Developed, analyzed, and managed both Corporate and Contractor cost and schedule data as well as reporting for major projects. Resulting efforts brought projects ahead of schedule and under budget. Analytical skills applied in decision-making and analysis focused on achieving strategic project and corporate goals to mitigate legal and other potential costly issues. Provided technical analysis and oversight for cost, schedule, and labor reporting. Initiated change management system, contingency management, as well as data analytics to generate accurate forecasts and cash flows. Held leadership role in meetings and interface with all Contractors and Vendors for oversight and integrity of reported project data. Applied knowledge of project specific quality control guidelines to ensure Contractor Contract compliance during project execution. Provided guidance in Project Controls Contract and Department procedure development. Developed integrated, Project Oversight Schedule for internal use on all projects. Streamlined internal work processes to identify problem areas for improving execution while maintaining value-added contributions to our project team.


(a) Understanding the overall dynamics of project execution within overall corporate financial requirements,

(b) Progressed development of the Project Pro Forma,

(c) Progressed project development activities including costs and performance / payment schedules related to the structure of site land / lease purchase agreements, Interconnect Agreements with Utility Companies, and the purchase of large capital equipment,

(d) Progressed setting up initial third-party Contacts including contract language, coordinating the Schedule of Values for performance based invoicing, and defining project milestones,

(e) Progressed all phases of Accounting activities (ie. Project Accounting, Operations Accounting, and Corporate Accounting) throughout pre / post project phases. These activities include coding

structures affecting long-term depreciation, property and corporate taxes, accounting structures supporting project financing and bank agency agreements, as well as developing and maintaining cash flows for forecasting and cash management requirements,

(f) Progressed project insurance application and billing (ie. Builders Risk and Startup),

(g) Progressed the application and maintenance of Corporate Interest Expenses (ie. Interest During Construction) as calculated within the project financial agreements,

(h) Progressed, with Asset Managers, the application of test power revenues and associated fuel expenses when bringing a plant on line.

FLUOR DANIEL, INC. (1995 – 1999)


Orchestrated Project and Alliance-wide responsibilities as Control Team Lead for Project Controls. Proficient in all levels of Client interaction and coordination, facilitated Project Controls meetings, and proactive in all levels of Company meetings on Alliance related issues. Optimized Alliance and Project specific data analytics and provided technical supervision for estimate development. Developed and implemented a stand-alone Cost System (including change management system) as well as authored supporting user documentation that transformed to a “fit-for-purpose” work environment. Provided oversight and supervisory roles on various projects concurrently. Mentored entry-level personnel to think big-picture, improve problem-solving skills, and prioritize to reduce process inefficiencies. As Control Team Lead on concurrent projects, responsible for and orchestrated overall cost / estimating development, progress / performance analytics, meeting target schedule milestones, as well as improving strategic goals.



Developed and analyzed EPC project schedules, CPM network and proposal schedules. Developed and presented home office / construction manpower curves, as well as detailed cost / estimating and progress tracking reports. Through innovation and a productive structure, improved overall quality and accuracy of reporting for Project Controls. Improved accuracy and presentation quality of the company backlog report. Authored department project execution procedures as well as the Material Management System (MMS) user manual which provided project execution value to the overall company. Efforts resulted in helping to meet project and strategic company milestones as well as to ensure costs were at or under budget.



Organized the Project Controls Group during Nuclear Plant Operations. Through extensive coordination and development, set up post-operating cost control / scheduling systems and WBS coding structures. Authored plant project controls procedures and involved in the development and scheduling of start-up / turnover systems, maintenance and testing, as well as overall long-range planning including program implementation and analysis. Efforts ensured we met all NRC procedures and process requirements and were prepared to bring the plant online with the necessary structure and software to establish realistic schedules and budgets.

ERWIN D. GIBSON - Professional Experience (cont.)

BECHTEL, INC. (1981 – 1984)


Developed and maintained CPM discipline and overall project EPC schedules, cost / estimating programs, quantity tracking programs, procurement tracking reports, trend cost program, and progress reports. Also, developed and maintained construction progress and tracking programs requiring direct interaction with construction personnel. On assignment at nuclear facility, performed fire barrier penetration walk down verifications for the NRC.

M. W. KELLOGG (1977 – 1980)


Developed and maintained EPC project schedules, detailed logic networks, material tracking reports, and resource loaded labor reports. Prepared project monthly reports as well as client presentations.

BUSINESS LLC. Franchise Owner / Operator (2011 – 2017)

Owner of a Franchise Business responsible for general oversight of operations as well as allocation of sales, Payroll Taxes, Sales & Use Taxes, Property Renditions, Builders Risk, Commercial Liability, & Workers Compensation Insurance. Prepared yearend books and coordinated with the Franchisee, Landlord, CPA, and Legal throughout the year to ensure submittal of quarterly and annual reporting requirements were accurate and business milestones were timely met.


Chemical / Petrochemical Refineries:

Various Client EPC projects and TAR’s, (Marathon, Flint Hills Resources, Celanese, etc.)

DuPONT / Fluor Daniel Alliance Contract – Gulf Coast, Houston, Texas (multi-projects)

Dicamba Cobra Phase One Project and TAR (Brownfield & Upgrade), (Beaumont)

NOVA Chemical – Bay Port, Texas (Client Rep. NOVA Chemicals)

CITGO Petroleum, Inc. – Lake Charles, Louisiana

Refinery Instrumentation Modernization, Pennzoil Products

Aromatics Unit Expansion, Mobil Chemical

20 MW Cogen Unit/MEK Unit Revamp, CitCon Oil

Furfural Unit conversion to NMP/DuoSol Unit Revamp, CitCon Oil

UU #2 Furnace Replacement, Amoco Oil

Pipestill 3A Vacuum Furnace Air Preheater Installation, Amoco Oil

Cumene Expansion to 8,000 BPSD, Champlin Refining

XSA Alumina Unit, Phase 1, Vista Chemical

South Area Refinery Controls Upgrade, Ashland Petroleum

Methyl Chloride Unit Expansion, Vulcan Chemical

Sodium Perborate Monohydrate (PBS-1) Project, Interox America

Alma Distillate Desulfurization Projects, Total Petroleum

High BTU Coal Gasification Plant, Wycoal Gas Co.

Rheniformer, Crude Topping and Residue Rerun Unit, Aramco, Saudi Arabia

Ethylene / Monoethylene Glycol & low / High Density Polyethylene Plant, Saudi Yambu Petrochem Co.

Catalytic Cracking Unit, Shell Oil, Carson, California

West Qurna I Project (Oil Separation Train + Brownfield), Iraq


Erha Deep Water Drilling Program, Nigeria

Piceance Creek Drilling Program (US Gas Well Drilling), Colorado


Heard Generation Unit (3-Gas Turbine Peaker Units @200MW each), Georgia

Riverside Generation Unit (3-Gas Turbine Peaker Units @200MW each), W. Virginia


Liquefied Natural Gas (LNG) Plant, Sonatrach, Arzew Algeria


1250 MW Net Pressurized Water Reactors (PWR) w/Westinghouse Steam Supply Sys & Turbine Generator (Tx).

Pressurized Water Reactor (PWR), Westinghouse Steam Supply Sys & Turbine Generator, Pacific Gas & Electric.

942 MW PWR with Steam Supply System & GE Turbine Generator, Arkansas Power & Light.

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