Manager Engineering
Resume:
RICK SUMMERS
***** ********* ***** ( Baton Rouge, Louisiana 70809
225-***-**** ( *************@*****.***
SENIOR MANAGER: Sr. V.P. Operations
Senior Management Executive with vast experience and knowledge in
Engineering, Mechanical, instrumentation, Electrical, Automated
Controls and communications systems in the heavy industrial
Constructions and Marine markets. Demonstrated ability to manage and
execute large and complex industrial projects from conception through
start up, consistently negotiating and executing multimillion dollar
contracts with key clients in the oil/gas, chemicals, refinery, power,
and Marine industries. Excellent communication and relationship-
building skills and experience with both union and non-union craft
work forces. Many years' experience in executive-level customer care,
developing long term business relationships in both the domestic and
international industrial markets at the top management levels.
Core Competencies
Business planning and Development * Major Projects Planning and Executions
(
Domestic and International Project Management
Corporate Strategy ( Mission & Goal Development
Sales & Marketing Focus ( Revenue Forecasting & Cash flow Projections (
Contracts & Negotiations
( Job Cost & System Analysis
( EPC Projects Negotiations & Executions ( Subcontracts Administration
PROFESSIONAL EXPERIENCE
Sr.Vice President Operations
W.J. Barnes Electric Inc.
February 1, 2014 to Present
In my position as Sr. Vice President of Operations here at W.J. Barnes
Electric Inc., I answer diretly to the President and CEO of the company Mr.
William Ellis. I am responsible for defining and developing the operational
structure of the company, defining Key management roles and
responsibilities, training and procedural compliance, communications
protocol, development and implementation of overall operational policies
and procedures, defining and monitoring processes for cost and labor
analysis, oversight of business devolpment and management of our estimating
and proposals group.
Since coming on board in February of this year, we have developed and
completed our first field opeations manaual complete with policies,
procedures, forms, labor analysis, cost control and document and material
control procedures and practices. We defined and developed a completely new
department within the companies structure i.e. "Pre-Construction and
Project Controls Group", brought on a manager of that department and
developed the roles and responsibilities of the groups key perosnnel. We
developed the specific policiies and procedures for the groups operations
and defined its interfaces with other departmens such as estimating and
construction operations and defined the deliverables required of the group
relative to its function within the companies operaitons.
We have implemented new standardized estimating policies and procedures
and developed standardized turn over packages including deliveralbles
required to be produced in our turn over meetings from estimating to our
pre-construction and project controls group. We are currently working on
expanding our market area to more of a regional reach, and we are
redefining our goals and mission and seeking to develop additional clients,
markets, and management personnel.
I am currently working on developing an alliance group of capable
contractors from outside the gulf coast area whom are interested in
combining management and labor assets and resources, in pursuit of some of
the larger and more complex E&I project work in the gulf coast area. I am
also leading the marketing effort of the consortium with the larger EPC's
in the gulf coast region and working directly with IBEW's national
management on a Gulf Coast Labor Agreement; which would provide key
consessions in labor rates and benefits to the consortium group for work in
the executed in the gulf coas region.
Director of Operations
Thoma-Sea Marine Constructors LLC, February 2013 - January 20, 2014
I was hired on as the Manager of Operations positions at Thoma-Sea Marine
in February of 2013. My responsibilities were to define the companies
operating structure, establish operational policies and procedures, and to
define the company's goals, mission, and operational focus. We began with
an initial review of the company's overall operating processes and the
existing organization; which included two separate ship building
facilities, and a ships repair yard all located in Lockport and Houma
Louisiana. The facilities totaled over 575,000 Sq. Ft of covered
fabrication facilities, 60 acres of lay down yard, and 15 tons of dry dock
space for ships and barge repair.
The operational processes included complete design build capabilities for
large offshore supply vessels up to (320ft) including, Naval Architecture
and class design compliance, detailed engineering, modeling and nesting,
module fabrication, hull erection and ships/vessels interior fit up work
scopes. The individual contract values for the design, construction and
delivery of the vessels varied in the 38 to 50 million dollar range per
vessel, and all contracts were executed under an EPC type lump sum contract
philosophy, with on average of 4 to 8 vessels in differing degree of
construction at any given time.
We began by defining the separate operational groups, identifying their
physical management structure and work scopes, and then defining the,
operational, organizational, systems control, and management structure
needed for each operating group. Once the individual operating groups were
defined and their operational sequencing in the ships build processes were
established, we developed the company "Operational Structure and Work Flow
Processes Chart" identifying the various operational divisions of the
company, defining their work processes, and the flow and sequences of their
work.
Once we had identified the separate operating divisions and their sequence
in the construction processes, we defined the operational processes
relative to their end products and identified their individual document and
material control needs and any unique characteristics which might help
define the role, goals and mission of each operation and management group.
I have included below a brief description of each of the operating
divisions of Thoma-Sea and the processes and procedures which we developed
for each division in our first five months of reorganizing the operations.
I. Detailed Engineering, Modeling and Nesting of Manufactured parts
. Rearranged the management structure, by promoting the resident Naval
Architect to engineering manager and redefining the goals and mission
of the engineering division.
. Developed new operational and procedures manual for the engineering
processes, clearly defining the specific engineering execution
policies, procedures and practices, and defining the roll and
responsibilities of the various engineering personnel within the
engineering group.
. Redefined the engineering job files and information exchange processes
(electronic media) FTP site, major equipment supplier information
matrix, and moved major equipment purchasing functions into an
integral and integrated role with the engineering division.
. Completely revamped the upload, download and information exchange
procedures to access the FTP site and implemented a color coded
information exchange process.
. Re-designed the engineering groups method for posting nested drawings
and related information to its production web site for manufacturing
processes
. Developed specific ships build/construction strategy for each vessel
defining the ships, modular construction design and sequencing,
sections and subsections and their sequence errection.
. Develop detailed Fabrication Work Packages, in hard bound production
binding including detailed fabrication drawings, manufactured parts
list and numbering systems, profile materials list, purchase orders,
drawing index, and all detailed assembly drawings required to
fabricate each subsection and or module.
. Re-Structured our outside Engineering subcontracts "Master Services
Agreements", providing a detailed scope of services, a specific list
of deliverables.
. Redefined the shared risk terms equal to the profit opportunity of
each Vendor.
. provided incentivized milestones bonuses to help vendors to meet
schedule and delivery commitments of
. Secured outside engineering resources via subcontracts with key
engineering partners, to furnished detailed engineering drawings and
design for our electrical, HVAC, piping and outfitting construction
disciplines.
. Developed and implemented weekly construction and production meetings
for all midlevel management further aligning our engineering,
manufacturing and construction groups..
. Increased engineering output by over 15% and decreased errors and
omission bust by 20%
II, Blasting and Painting (BP-1) Divisional Overview: (See SP-1
"Steel Processing", )
. Defined the unique characteristics of the group and developed new
logistical procedures for the large amount of structural steel, piping
and other materials that required purchasing, receiving, handling,
staging, and requisitioning through the blasting and painting
manufacturing processes.
. Developed new operations manuals for BP-1 providing specific
procedures for the raw steel purchasing, receiving, handling, staging
and distribution processes of the group.
. Developed a detailed documentation process with the proper forms and
new document controls and job files systems for data archives.
. Developed new "Work Order form" for BP-1 defining the specific
processes required for each projects steel manufacturing requirements,
including the identification of the required blasting and painting
profiles for all, assigned project, scheduled delivery milestones,
staging, delivery and billing or job costing processes for BP-1
services.
. Reduced errors and omissions in manufacturing by 15% and increased
production by 12% over previous operations in first eight months of
operations.
III. Cutting and Forming (CF-1) Divisional Overview: ( SP-1 "Steel
Processing", Manual Section V)
. Developed new operations manual identifying the receiving, handling,
staging and distribution processes of the group, including new
document controls, staging, handling and shipping forms and
procedures.
. Developed a new "Work Order" format for CF-1, detailing all pertinent
drawings, nest tapes, engineering files, material configurations,
parts lists and module and subsection assignment for all manufactured
part.
. Completely revised the document and material control procedures and
files, and revised the shop inventory area layout for staging,
handling and delivery of manufactured parts to both Thoma-Sea
facilities and third party customers as well.
. Added two each additional personnel in CF-1 to handle the additional
manufacturing load including, staging and material delivery and
material control processes.
. Assigned new CF-1 shop manager and provided him a seat at the weekly
management and production meetings.
. Cut down on errors and omissions in the Cutting and forming design
information and reduced the groups by man hour expenditures per ton of
steel by 8% increasing production by 13% over and eight month period.
IV. Production and Fabrication (See PF-1 Procedures in Place, Job
/Labor Analysis Systems in Progress)
. Developed new operations manual identifying the receiving, handling,
installation, welding and QA/AC processes and procedures for the
group.
. Revised and revamped the document controls procedures for the
fabrication processes, providing more detailed job files systems and
new QA/QC procedures and forms.
. Developed a module and subsection "Fabrication Work Package" system
for module and subsection assemblies, including major equipment
manufactures shop drawings, detail assembly drawings, material
purchaser orders, manufactured and profiled materials parts list.
. Work packages where bound and provided with appropriate indexing and
subsection tabs, identifying all subsections and sectional assembly
drawings, parts list, materials, and individual assembly and
fabrication schedules providing timelines, completion dates and the
delivery date for each module.
. Decreased our production and fabrication cost by 22% over an eight
month period, and increased our quality of production by eliminating
errors and omissions in our design processes and reducing the
timelines required for issuance of revised drawings and changed data.
. Included our engineering manager in the weekly production and
constructions meetings allowing for the identification and discussion
of any issues related to or impacting the engineering, production or
contsturction.
. Increased our module fabrication productivity by 15% by establishing
standardized QA/QC procedures and document control processes that
maintained all test recordation and data systems folders in a common
file folder with easy to understand test data and reporting
procedures.
V. Hull Erection and Assembly (HE-1, Primavera Detail Scheduling )
. Developed new procedures for the heavy lifting, rigging, and setting
in place of the large structural assemblies and modules.
. Developed new operations manual identifying the rigging, handling,
transportation and setting of models and structural subsection into
the ship's hull configuration.
. Developed and implementing new procedural document controls processes
and job files systems.
. Established detailed and integrated primavera logic loaded scheduling
for our hull erection processes, including the required engineering,
manufacturing, fabrication, heavy lifting, rigging, and setting in
place of all pre-fabricated subassemblies and modules.
. Developed a job analysis format to track planned progress versus
actual progress on a weekly basis.
. Scheduled weekly project progress meetings for our project management
team, meeting on a weekly basis with upper management to review the
engineering and module fabrication progress along with the overall
planned project schedules, budgets and cost.
. Develop actionable item list that helped increased our productivity
and eliminate errors and omissions to our hull erection work
processes.
VI. Vessel fit Out (VEFO-1, Primavera Scheduling, Job/Labor Analysis
Systems )
. Defined specific project activities, and subcontract work discipline
interfaces, timelines and completion dates, and input milestones into
overall project schedule
. Brought on board the proper disciplined engineering personnel, and
began the installation quality detail design for the electrical,
communication, radio, Dynamic Positioning and other systems inside the
ship's hull
. Developed specific work packages and drawing packages for layout and
installation of the systems.
. Re-Structured our Subcontractors "Master Services Agreements",
including providing a detailed scope of work, applicable project
specifications, drawings and special terms and conditions
. Provided detailed project execution schedule, and shared risk
component consummate to the individual opportunity.
. Developed a milestones incentive based bonus plan for all
subcontractors to help incentivize and meet scheduled delivery
commitments to Thoma-Sea Marine clients.
. Redefined the formal design criteria and required detail drawings
needed for our piping and major equipment installations inside the
hull structure
. Secured new engineering partner to assist Thoma-Sea in the design and
detail of the sub disciplines.
. Brought on board a dedicated vessel outfitting project manager and
subcontract administrator to manage, direct, and coordinate the Thoma-
Sea and subcontract work disciplines and work scopes in concert with
the planned execution procedures and the project schedule.
VII. Pre-Commissioning and Commissioning Systems (Comm-1, Detailed
Procedures in Progress)
. Brought on board the first qualified and dedicated Quality Assurance,
Quality Controls Manager to Thoma-Sea and established a reporting and
communicating line directly tied to the President of the Thoma-Sea.
. Assisted the QA/QC manager with developing detailed and comprehensive
QA/AC procedures, policies, forms and data that satisfied our project
and clients QA/QC requirements.
. Developed job specific electronic filing systems for QA/AC data,
complete with systems test and recordation folders, accessible by both
our management team and our clients production personnel.
. Implemented a continuous improvement process that includes a
monitoring of our quality services, products and personnel and reports
back to a committee of management personnel responsible for developing
actionable items relative to possible revision and or additions to our
QA/QC procedures and policies.
Sr. Vice President/ Director of Operations
Excel Power, Automation & Controls Division, Prairieville, Louisiana * May
2011 - February 2013
Excel Construction Group is a medium sized EPC type contractor specializing
in heavy industrial markets, i.e. Refinery, Power, Petro-Chemical,
Chemical, Micro-Chip and Food and Beverage Industries. My responsibilities
as Senior Vice President / Division Manager of the Excel Power, Controls
and Automation Division, was to separate the Power, Controls and
Automation Group into a new operating profit center, provide a new
specialize identity for the group and grow its revenue base and
profitability.
We began by reorganizing the management team and structure, developing a
specialized market approach and focus, and redefining the measurable's and
accountability for the new business unit. My initial focus was to
maximizing our profitability on existing work, so I immediately began to
focus on defining our project cost and verifying our project completions
and job cost systems tracking software and processes. Once we had verified
the actual cost of each project and confirmed the internal systems cost and
progress measurement tools, we began looking to increase efficiencies and
reduce fixed cost where possible.
We then began working on a new identity for the group and to implement our
ideals with regards to a new specialized focus and market approach for the
group; which would capitalize on its specialized and highly technical
resources and capabilities. We also developed a new vision for the group
with a clearly defined the mission and goals of the group, and identified
new roles and responsibilities for the management structure
In addition to the above, the following highlights the operational changes
and accomplishments achieved at Excel
under my direction and leadership.
. Redefined the Electrical, Instrument and Automated Controls divisions'
operational structure, market approach, goals and overall mission as a
specialty subcontractor and work scopes provider.
. Developed a new and unique business plan for the division clearly
defining its management structure, protocol, roles and
responsibilities of key management personnel, and implemented a new
bonus structure based on safety, quality performance and profitability
for top management.
. Implemented a new job analysis and job cost program focused strictly
on our E&I work processes and integrated a new field management level
bonus plan with a focus on value added to those processes, i.e.
safety, client satisfaction, quality performance and profitability.
. Developed and implemented a new market and Business development plan
that clearly defined the divisions new vision, goals, market focus,
organizational structure, sales and marketing plan and growth ideals
for the 2011 and 2012, fiscal 12 month periods.
. Promoted one our senior level manager's to Business Development
manager and provided the sales, marketing tools and support to ensure
his success.
. Defined within our divisional business plan our projected backlog and
fee schedules for fiscal years 2011 and 2012 including, including
associated overheads, cash flow requirements, projected profit
margins, and key milestones for quarterly review and analysis.
. Increased revenue in fiscal year 2011 by 50% over 2010 and increase
profit margins by over 250% from 9% net profits to 22% net profits for
fiscal 2011
. Increased revenue in fiscal year 2012 by over 300% over fiscal year
2011 to 48 million in revenue while maintaining our net profit margins
at approximately 19%, in the 1% percentile for our industry.
. Played a key role in the bidding, negotiations and securing of a 54
million dollar contract with Samsung Engineering for the Electrical,
Instrumentation and Controls work for a new grass roots Dow Chlorine
unit in Freeport Texas
. Responsible for staffing of all management personnel, development of
the overall project execution plan, purchasing, scheduling, tooling
and overall project management systems including job analysis, job
cost, fee and revenue projections and defining changes and contract
revisions
. Increase the divisions back log going in to fiscal year 2013 to 42
million increasing backlog by over 300% over the 9.3 million backlog
maintained going into fiscal year 2012.
. Secured mobilized and executed 18 separate E&I projects during the
physical year 2012 at Excel E&I division through 2012, with a total
contract value among the 18 projects of approximately 42 million in
E&I revenues.
. Responsible for oversight of all operations including projects
estimating and budgeting, proposal development and submittal, project
execution plan development, scheduling, purchasing, mobilizing, and
site management and projects execution oversight.
Managing Director
EPIC GROUP, INC., Baton Rouge, Louisiana ( January 1996 - April 2011
Developed business creating a holding company supporting the operation and
finances of 4 separate, but interrelated business units, including Epic
Technical Services, a non-union electrical and instrumentation company
serving large-scale clients in the oil, petrochemical, and manufacturing
industries, Epic Process Controls, Inc., a unionized electrical and
instrumentation company, Epic Mechanical Services Inc. a mechanical
services group and H&K Engineering Inc. a full-service industrial
engineering company serving the Gulf Coast Region. Secured investors and
managed banking relationships providing funding for growing companies.
Developed the long-term business plans, strategies, and synergies, of the
business leading the organization's management and marketing efforts for
over 15 years. Provided oversight and input for all contracts negotiations,
revenue and fee projections, and forecasting, positioning the company as
key player in the industry.
. Grew company from start-up to more than $60 million in annual revenue in
just a few years, quickly attaining net profits in the top 3% of the
industry.
. Managed daily operations of 4 interconnected companies simultaneously,
providing oversight and handling of all services, ranging from business
development, FEL and budget development, contract negotiations, project
management oversight, job cost, job analysis and customer relations.
. Awarded $38 million contract with Transocean to perform electrical and
instrumentation work for the Deep Seas Discovery and Deep Seas Spirit
deep water drill ships, two of the largest drill ships in the world.
. Negotiated $13 million lump sum contract with Pfizer, Inc. to perform
the installation of power and electrical-related components for Pfizer's
inhalable insulin factory.
. Secured $ 40 million dollar contract with PMEX for E&I systems on four
each larger platform projects in Gulf of Mexico
. Participated in developing FEL scope and budgets with Engineering
Subsidiary H&K Engineering on numerous small to medium size projects
. Managed engineering, construction and subcontract budgets as Project
Director on medium sized EPC Projects.
. Presided over more than 250 industrial projects across the gulf coast
and nationally for major fortune 500 industrial clients from power,
refining, chemical, food and beverage, communications and offshore
production platforms
. Presided over company group performing 700,000 new construction and
maintenance man-hours annually.
Additional Experience (details on request):
References:
Jeff Smith, COO
Excel Group Inc.
******@********.***
Jesse Doty, Project Director
SNC-Lavalin
*****.****@****.**
Gary Karr, President
Excel Construction Inc.
*****@********.***
Walter Thomassie, CEO
Thoma-Sea Marine Constructors LLC
******@*****-***.***
225CERTIFICATION & TRAINING
Education & Training
. Baton Rouge Technical Training Institute: Electrical Theory and
Practical Applications
. Apprenticeship: 4 years of training through local 995 Baton Rouge,
Louisiana
. Over 134 hours of Continuing Education Electrical Engineering and Design
(License Requirement)
. Over 100 Hours Continuing Education Business and Law (License
Requirement)
. Individual State Master Electrical License 23 US states
Rick summers
18653 Montclair Ct, Baton Rouge, La. 70809
*************@*****.***
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