David L. Gaines

Manager in Chem. Plants and Refineries, 30 Years Experience

**** ******** ****** **.; Houston, TX 77059

337-***-**** (C) 281-***-**** (H) ac6jgg@r.postjobfree.com

Proven Leader in Chemical Plant Management. Years of experience in Operations, Reliability, Engineering, EH&S, Customer Focus, Product Quality and various Business Strategies.

Proven track record of building high performance teams inspired to achieve.

CAREER PROGRESSION AND ACCOMPLISHMENT

2015-2016 Turnaround Manager – Contract through Becht Engineering to Valero

Hands-On-Advisor to Refinery Leadership with responsibility to complete front end loading for a $56M turnaround at Valero’s Ardmore, OK Refinery. (M=million)

Integrated Valero’s corporate policies into site processes. Paralleled the execution of planning steps to accelerate schedule. Compressed a 24 month process into 15 months without sacrificing safety or budgets.

Restructured Teams and worked through existing leaders to align priorities and organization focus on priorities to support new schedule.

Chaired Core team meetings and reassigned resources.

Introduced a Risk Based Scope Definition process that reduced scope 15% saving $7M and reduce personnel exposures.

Based on third party (AP Networks) shifted organization alignment from worst to first in class. Alignment reclassified in assessments from major risk to major strength.

Provided more efficient management process to execute PSM requirements including resourcing and tracking closure of the 496 Turnaround MOCs. Also introduced multiple key metrics to measure status and report progress.

Convinced Safety Professionals and Site Leadership to modify site procedures to allow a safer, less expensive approach to flare opening and repairs.

Managed a 20% reduction in available work force as part of implementing criminal records background checks of all contract employees 3 months before the start of the turnaround.

Completed staging, contracting, procedures, training and productivity evaluations plus made smooth transition to local management.

Turnaround executed by local management resulting a $50M+ event completed safely, on schedule and under budget.

2013-2015 Program Manager –BP

Guided the business teams while leading the project teams for two $100M projects.

Completed the evaluations for both projects including the process definition and preliminary design. In both cases provided more attractive business options preventing >$90M in capital investments.

Presented viable economics and technical solutions for both projects scopes. More importantly identified and recommended alternative projects to capture more attractive options.

Selected engineering firm and staffed owner’s project teams for front end loading. Teams structured to grow and execute projects if approved.

Provided alternatives to the business teams for a viable supply chain (alternate feed sources), logistics (rail yards), Joint Ventures (Pipelines), increased revenue (alternate customers), reduced capital and operating cost (design development) and marketing options (licensing technology in Europe) that were accepted.

2010-2013 Engineering Manager -BP Bio Fuels

Engineering Authority-BP Bio Fuels

Director of Engineering -Verenium -JV

Key Accomplishments

Redirected engineering efforts to build a team focused on delivery of well engineered solutions. In first year Engineering and Construction productivity increased +1000% with no recordable injuries.

Provided work processes that allowed for quick response (tactical projects) and strategic execution of projects of $10M and larger.

Requested approval and implemented changes in project approval and expense accounting processes to improve efficiency and reduce taxes.

Implemented all PSM processes in Jennings, LA and San Diego, CA facilities and establish PSM platform/policies to support Bio Fuels as it develops.

Upgraded all contractors on site.

Developed and implement a system to supply an ever increasing stream of trained, technical resources to support the business plan to development the Biofuels Business to continuously build additional plants and develop Bio-Fuels as new business line.

Implemented work processes for project design, project execution, budgeting, cost tracking/control and R&D project scale up.

Individually recognized among BP Biofuels Leaders.

Ranked among top 10% of BPs Senior Leaders.

1986-2009 Please Note: As the result of mergers, acquisitions and asset sells I have worked for multiple companies. These transitions reflect a change of owners not a change of employment. I retired very comfortably from Ineos in 2009 after 22 years continuous service that spans Ethyl, Albemarle, Amoco, BP, Innovene and Ineos as delineated below. These collective of companies provides me unique insight into different corporate cultures, systems and what works as well as what doesn’t.

2008-09 Turnaround Manager for Ineos Battleground Manufacturing Complex:

Key Accomplishments:

Built organization’s capability to plan and execute turnarounds (TAR).

Developed Turnaround strategy, contracting strategy and 5 year TAR plan

Defined roles and responsibilities across the organization to align with objectives.

Implemented a disciplined, front-end loading process that included milestones, metrics and remediation steps.

Eliminated organization silos between groups and companies.

Implemented multi company daily audit and feedback process to ensure adherence to procedures.

Substantially improved performance while reducing staff and labor costs.

In 11 months established new organization and delivered five TARs on schedule under budget with zero recordable injuries. One was 1 M Work Hrs. and complicated by an unplanned, immediate start 3 weeks early. Just one of the after effects of hurricane Ike.

2007 PSM Manager for Ineos Battleground Manufacturing Complex:

Key Accomplishments:

Directed merger of multiple programs as part of combining multiple sites.

Aligned plant systems with the regional strategy I previously developed from the regional advisor’s role.

Established and led the Process Safety Committee (PSC) that is accountable to site manager and provided PSM & mechanical integrity oversight.

Was commended in multiple audits (OSHA, PSM, ISRS, due-diligence, Marsh, AIG) as building Best-in-Class systems.

Achieved OSHA’s highest VPP ranking of “Star Site” based largely on strength of the PSM improvements.

Provided site significant shielding from OSHA audits such as NEP as a result of the VPP rating.

Clarified risks and need to address heritage issues with temporary repairs, internal vessel inspections, RV handling, HAZOP techniques and MOC applications.

2005-06 North American PSM & Mechanical Integrity Director for Innovene’s Formation and transition to Ineos:

Key Accomplishments:

Developed strategies and policies to define PSM and equipment integrity programs for the formation of Innovene (formerly BP Chemical).

Socialized and gained acceptance for the programs prior to implementation

Tapped into industry experts to base the policies on the tenets of risk assessment, risk management, and building inherent mechanical integrity.

Advised Innovene’s 11 North American sites in developing real world applications that are effective, efficient and compliant.

2004 Startup Director for BP’s UU4 unit in Texas City, TX:

Key Accomplishments:

Was invited to the site to intercede in an unsuccessful turnaround to rebuild UU4, a major gasoline producing unit, after a major fire.

Assessed current situation from bottom up and identified roadblocks to success

Expanded the inspection program to include the whole unit to finalize scope

Identified 25% expansion in scope that was previously unknown

Resolved conflicts between work groups and fatigue issues that had all but halted progress

Implemented equipment turnover process based on systems with acceptance required from Operations and QAQC.

Directed building a schedule for system turnover

Conducted start up readiness assessment and established priorities.

Established command and control structure to provide clear direction and feedback. Aligned daily priorities with overall objectives and schedule.

Prioritized a review and approval for start up procedures that were out of date or did not exist.

Accelerated start-up from 3 months when I arrived to 9 weeks actual.

Executed 1 MM hours in a very hazardous area without a recordable injury

Credited with making changes that added $16MM to bottom line.

2003 PSM Manager for BP Pasadena, TX Chemical Plant:

Key Accomplishments:

Managed PSM program.

Consulted and audited throughout USA and Canada on application of PSM.

Built strong expertise in PSM regulations, led HAZOPs, PSSR, Start Up Assessments, Emergency response assessments.

Assisted in the development of BP’s, US wide, environmental compliance program designed for 100% compliance.

Reviewed the application of all regulatory requirements applicable to a chemical plant and approved the sites plans to monitor, comply, and report

2002-03 Start up Director for $72M Expansion for BP Pasadena, TX, LAO Plant.

Key Accomplishments:

Provided guidance, boundaries and approval for two global business teams to stay aligned with the Project and Site limitations while expanding one business and exiting the other and.

Led a 6 person, core team for the project and operating units to a three point landing of meeting schedule, budget and customer supply.

Selected and led 17 member, cross company, high performance, delivery team responsible for project construction, unit start up and supply plan delivery.

Managed delivery team by establishing objectives and incentives that were aligned with business and site goals.

Met all 23 delivery team objectives, exceeding stretch goals on 19 of 23.

Eliminated cross department and cross company silos.

Used third parities to assess shutdown down and start up readiness

Developed management techniques that were recommended for BP Best Practices.

Recognized among top 10 of 650 US projects submitted for BP’s HELIOS award.

2001 Operations Manager and Process Engineering Team Leader

Key Accomplishments:

Led process design of 3 company 3 contract process engineers and served as operations manager for design of $72M expansion project

Applied creative technical and constructability options to reduce costs and improve performance.

Developed new application for chemistry.

1998-00 Operations Manager for design and commissioning of the brown field Prairie Rose, LAO Plant in Joffre Canada.

Key Accomplishments:

Defined operation’s requirements and approved process design, operating procedures, operator training, and design changes.

Personally designed many (36 systems with 400+ inputs) of the Triconic safety circuits.

1995-98 Operations Manager for Albemarle’s Linear Alpha Olefin Plant: The largest plant of its kind in the world.

Key Accomplishments:

Managed all aspects of the operation.

Managed $300M budget for operating costs.

Led 78 person department and increased production annually without additional investments.

Reduced fixed costs and working capital

Established an improving trend in the OSHA incident rate. From 1.5 to 0.6 in 4 years

1993-95 Area Manager LAO Unit in Belgium/Europe-

Key Accomplishments:

Transitioned from Operations Liaison to Area Manager

Built world class competence in new operation department of 65 people

Ran facility to generate cash in difficult business climate.

Modified operation to reduce variable and fixed costs by $28m/year (12%) and guided new unit to profitability.

Managed first turnaround for site and established multi disciplined reliability teams.

Maintained operations and customer supply during 3 week labor strike over political issues.

1991-93 Special Assignment Operations Liaison to Construction-

Key Accomplishments:

Operations lead for design, build and startup of new LAO plant in Belgium.

Project was started on schedule and on budget. Project cost $460M.

Defined training programs and trained new supervisors and engineers in US

Defined initial budgets and operating costs for project justification

Implemented solutions to start up issues

Conducted reviews for operability and constructability in design phase

1986-91 Unit Supervisor

Key Accomplishments:

Optimized operating conditions and set maintenance priorities.

Supervised the on-line installation of a DCS, 5 turnarounds, and two major expansions of the LAO unit.

Developed and implemented the ISO 9000 program for initial certification.

Exxon Company USA

1980/86 Refining Engineer (Refining, Baytown, Tx) & Senior Project Engineer (Upstream, Southern LA and Gulf of Mexico):

Provided unit surveillance for Fluidized Catalytic Cracker, Catalytic Light Unit, Gas Plant & Onshore Production. Project Engineer for 3 Construction of 3 Offshore Platforms.

Justified and coordinated FCCU catalyst change out to improve profitability

Education

BS in Chemical Engineering from Mississippi State University. Graduated 1979, Sigma Cum Laude; was 1st in class among Chemical Engineers with a 3.8 GPA.

Certifications: ISO Auditor, VPP Auditor, PSM Auditor, HAZOP & PSSR Leader

I am proficient in most Office programs including Excel, Word, Visio, Project and familiar how to apply work scheduling programs such as Primavera.

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