Power Plant Manager

JOHN W. (JACK) SCOTT

**** ******** ***** 314-***-**** (Residence) 314-***-****

(Cell)

St. Louis, MO 63129-1567 314-***-****

(Fax)

SUMMARY OF QUALIFICATIONS & PROFESSIONAL EXPERIENCE

CITY OF ESCANABA MICHIGAN MUNICIPAL POWER PLANT

Apr 2012 - Present

ProEnergy O&M Contract Management - Power Plant Manager (present assignment)

The original assignment at this plant as the Operations and Maintenance Manager began on April 9, 2012. On June

1, 2012 the assignment was changed to Plant Manager, Escanaba, Michigan Municipal Power Plant. The position

reports to the Director of ProEnergy O&M Services in Sedalia, Missouri and to the City of Escanaba, MI Electrical

Advisory Board.

In this current position, it is my responsibility to assure the plant is operated efficiently, effectively and safely and

to act as the primary interface between the City of Escanaba and ProEnergy Services. To date, those obligations

have been completed effectively while making numerous improvements in the plant’s business process

management systems and improvements in the material condition of the plant generating equipment. There have

been no accidents or incidents at the plant and the generating units have been available 100% of the time. The

current position will terminate when the power plant is sold to a new owner. The date of the sale is pending.

PRAIRIE STATE GENERATIG CAMPUS Jun 2011 –

Jan 2012

ProEnergy Contract Assignment

This contract assignment was a consulting position for the owners of Prairie State Generating Campus. The 1600

Megawatt Power Plant was under construction and in the process of developing their management plan. During this

period I consulted with their Operations Management Team on numerous subjects and wrote their “Control of

Hazardous Energy, Lock-Out /Tag-Out Program”. Unit 1 was placed in commercial operation and the contracted

consulting work came to an end in January 2012.

AMEREN CORPORATION – St. Louis, Missouri Apr 1972 –

Oct 2008

(Formerly Union Electric Company) Retired: Nov 1, 2008

Director, Business Process Management (2007 – 2008)

Ameren Generation Engineering and Technical Services

This position required the direction of the Company’s due diligence efforts and standard project management

practices during the construction of large capital projects including Scrubbers, Precipitators, and Water Treatment

Plant projects. The Business Process Management Group Developed a detailed “Project Controls Strategic Plan”

for these projects at one of Ameren’s regulated coal-fired power plants in Missouri and at two unregulated coal

fired power plants in Illinois. In addition, the Business Project Management team developed an Operating Model

and Strategic Plan for integration and operation of the new equipment.

Concurrently, the Business Process Management Team developed an initiative to evaluate design configuration and

design basis management of all aging power plants in the Ameren fleet beginning with a single coal fired plant in

the regulated business. Engineering companies submitted proposals and the projects were successfully completed

shortly after my retirement. In this position I reported directly to the Vice-President, Generation Engineering and

Technical Services.

Director – Ameren Combustion Turbine (2005 – 2007)

Co-Generation, Combined Cycle and Power Module Fleet

This assignment required responsibilities associated with the operation, maintenance, and administrative functions

of the Combustion Turbine fleet including budget and manpower management of multiple power plants including

simple cycle combustion turbine-generator plants and a combined cycle power plant in Southern Illinois. In

addition we also managed two co-generation power plants in Illinois providing service to a distillery production

company and to the Caterpillar Plant in Mossberg, Illinois. The entire fleet included a total of 108 generating units

with a total net output of 4920 megawatts operating in the regulated and un-regulated businesses.

During the Combustion Turbine Fleet assignment, we were assigned a key role in the performance of due diligence

and evaluation of maintenance, operations, and annual O&M costs prior to purchase of three combustion turbine

power plants. Ameren purchased Goose Creek and Raccoon Creek plants from Aquila (Illinois) and Purchased

Audrain plant (Missouri) from NRG. A similar review of power plants in Kansas was assigned. The purchase of

these plants was abandoned due to our study of the operations, maintenance and long term viability of the assets.

Other initiatives of note during this period:

Disposed of unproductive power module assets (diesel generating units) to reduce fleet operating and

maintenance costs. Some of the diesel generators were sold to the United States Government to assist in

the recovery efforts following the Hurricane Katrina disaster.

Negotiated new operating contracts for portions of Combustion Turbine Generating Fleet that reduced

Ameren’s fleet operating and maintenance cost by approximately $1 million per year. (ProEnergy Contract

with Ameren)

Split regulated and deregulated combustion turbine-generating sites into separate business units in order to

strictly comply with FERC Code of Conduct Rules regarding disclosure of market sensitive information.

Fully automated all units to be operated centrally and unmanned (when required) from Ameren’s St. Louis

Central Dispatch and Marketing offices. Unregulated sites are operated by Ameren Energy Marketing and

Regulated sites are operated by Ameren’s Energy Supply Operations.

The position reported directly to the Vice-President, Ameren Energy Resources.

Manager, Grand Tower Power Station (2001 – 2004)

Grand Tower Illinois

Assumed the Plant Manager position near the end of construction of a Combined Cycle Power Plant located in

Grand Tower Illinois.

Successfully completed and closed the Grand Tower Plant repowering project. Grand Tower Plant was repowered

as a Combined Cycle Plant utilizing the existing turbines and two SW 501FD2 Combustion Turbines. The power

plant construction project at Grand Tower Plant was severely over budget, poorly supervised, and not able to

operate successfully. Immediate and long term changes included:

Evaluation of construction labor requirements and competency of the construction labor force. Following

the evaluation, contractor labor requirements were reduced significantly and over 100 construction

personnel were removed from the site in three months. Shortly thereafter, all construction personnel were

dismissed and the plant assumed custody and control of the generating assets.

Successful commissioning and commercial operations of the generating units. During the summer of 2002

Grand Tower plant personnel operated the plant continuously for 82 straight days.

In 2003, Grand Tower Power station was ranked #1 combined cycle plant nationwide in all categories as

benchmarked by Navigant, an independent company engaged in plant performance comparisons.

In 2004, reduced operations and maintenance union work force by entering into negotiations with two

separate labor unions and successfully eliminating the presence of entire bargaining unit from Grand Tower

site.

Manager, Venice Power Plant – Venice Illinois (1990 – 2001)

This position required management of plant operations, maintenance and engineering of the Venice Power Plant

Venice Illinois. This plant was a 420 megawatt power plant with eight, coal, oil and natural gas fired boilers and six

turbine generators. The plant went through a number of manpower reductions and operating changes but continued

to operate successfully until 2001 when it was formally retired.

Personally led the team tasked with automating all Power Plant Workman’s Protection requirements in the Ameren

UE Generation Fleet.

Hand-selected a team that in less than six months was able to beta test a new automated Workman’s

Protection System that had direct interface with the existing maintenance management system. The

program continues in use today with countless thousands of man-hours saved in productive time and

improved safety throughout power plant facilities.

The position reported directly to the Vice-President, Ameren/UE Generation.

Facilitator, Quality Improvement Process (1989 – 1990)

Ameren Generation

Developed and personally led 25 Quality Management Teams within UE Generation to identify and improve

quality of service and production within power plants.

This position reported to the Senior Vice-President Ameren UE Power Operations

Venice Power Plant – Venice, Illinois (1972 – 1989)

Operations & Maintenance – Roles & Responsibilities

Plant Manager

Superintendent of Operations

Assistant Superintendent of Operations

Station Supervisor

Boiler Room Foreman

Boiler Operator

Assistant Boiler Operator

ID and FD Fan Tender

Mill Tender

Ash Handler

Building Mechanic Helper

In connection with this work held a Stationary Engineers certificate in Madison County Illinois.

EDUCATION

Diploma: Bayless High School – St. Louis, Missouri

General Studies: St. Louis Community College – Kirkwood, Missouri

MILITARY SERVICE

Basic Training – Fort Leonard Wood, Missouri

Advance Infantry Training – Fort Ord, California

Special Ammunition Support Command – United States Army Infantry

Phillipsburg, Germany – 1968-1972

Attended Non-Commissioned Officers Academy in Heidelberg, Germany, graduating first in class status. Shortly

thereafter attained the rank of was E5, a leadership position.

During the course of my duty with the United States Army in Germany, qualified for and was granted a Top Secret

security clearance by the United States Government. The specifics of this duty are still classified but included

control of classified documents, custodial management of special weapons and related controlled documentation.

BUSINESS & MANAGEMENT TRAINING

• Dimensional Management Practices

• Covey 7 Habits

• Daryl Conner “Managing at the Speed of Change” This was a three day session conducted with Dr. Connor

in Atlanta Georgia. Change management training

• Hoshin Strategic Planning

• Quality Management Training Edwards Deming / J.M. Juran

• OSHA Annual Training

• Business Process Management including cause and effect analysis and business process flow management

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