Project Manager, Planner Scheduler

WALDEMAR E. EGGERT

Edmonton Alberta CANADA

Home: 587-***-****

Cell: 780-***-****

Email ********@*****.***

https://ca.linkedin.com/pub/waldemar-eggert/b/9b6/852

E.

Education

Juris Doctorate (JD)- 1981

California Western School of Law

Masters of Business Administration - 1978

Queens University at Kingston Canada

Bachelor of Science Electrical Engineering – 1974

University of Alberta, Canada

languages

English: excellent (speaking, reading, and writing)

German: conversational (speaking, reading, and writing):

Geographical

UAE, Mexico, Caribbean, Canada, USA, Algeria, Pakistan

Key qualifications

Career Highlights

Oct. 2014 – Aug. 2015

Enbridge Pipelines, Ltd.

Lead Planner Scheduler

Nov 2011– July 2014

Husky Energy – Sunrise Phase 1

Lead CSU Team Planner/ Scheduler

+

Commissioning Coordinator

July. 2010– July 2011

Northland Power Inc.

Project Manager

Jan. 2009 – June 2010

NESCO LLC

Sr. Manager Projects

Experience Summary

I have over 30 years of experience in general building, MEP and infrastructure installations with intense construction and contract management experience, ranging from direct hands-on field operations, as superintendent, project manager, area manager and general counsel, During my career I have been responsible, as a senior manager, for a wide variety of project types including aircraft hangars, Hi-rises, entire community developments, research facilities, hospitals, malls, hotels, military housing, naval piers, prisons, waste water and sewage treatment plants, as well as various infrastructure projects, many for US Army COE, US Dept of the Navy, and various other private and governmental owners. Computer proficient since 1974, from proprietary accounting systems (Timberline, Flexware),as well as TRF and Accubid estimating programs including MS Office (complete package), as well as extensive work with Primavera P3 & P6, Fuse, and MS Project.

Edmonton, AB

Wood Buffalo Mainline Extension Project & Line 75 Remediation Project. Full life cycle project schedule development and maintenance involving integration of all corporate and 3rd party stakeholder involvements from Regulatory to Engineering and Construction into an integrated management tool.. Significant emphasis on EVM criteria and results. Extensive use of Primavera P6 ver.8.2.

CALGARY & FT. McMURRAY, AB

Sunrise Phase1 is a 60,000bbl/d SAGD Greenfield facility under construction in Ft. McMurray, which will be commissioned and operated by Husky Oil Sands Division starting in 2014

Responsibilities/Tasks: (Contract Position) Dual Roles

Overall responsibility for FF and CSU Planning and Schedule development. The role involves coordinating multiple software packages including Primavera P6, Graneda (a time scaled network logic program), QEDi GoPlan (a completions program) and others, with multiple reporting obligations to management as well as resource planning and execution of the CSU work.

The other role involves coordinating, on a day to day basis, the activities of the field facilities commissioning team members from surveillance to walkdowns, punch list development, pre-commissioning activities after TCCC, HSE, planning for engineering and execution of changes, loop check surveillance and final dynamic commissioning. The role expanded to CPF operations in late 2013 as the plant is built and turned over by system.

North Battleford Energy Centre, SK (NBEC) Project

The NBEC project is a 261MW one-on-one green field plant being installed under an EPC contract by Kiewit Power Partners out of Kansas City. Northland Power will operate the plant under agreement with SaskPower on a 20 year PPA.

Responsibilities/Tasks: (Contract Position) Responsible for complete oversight related to the Engineering, Procurement and Construction of the plant, with focus on quality, time, safety, value, and team building along with many other considerations. I am in charge of a multidisciplinary staff of construction coordinators providing on-site supervision from an Owner’s functionality and quality perspective.

Nubla Engineering Services Co. LLC has been operating in the UAE since 1992 as a sought after MEP engineering contractor, and has recently expanded its operations into the management of projects as well as offering full service facilities maintenance and refurbishment, plus fit-out design & build

Responsibilities/Tasks: Administrative -Developed new policies and procedures related to the estimating and tendering of projects. Set up computerized job cost and financial accounting system. Developed new business plans and strategic objectives for new markets.

PM – As consultant to Al Fara’a on Mushriff Mall project (187,000 m2). Project was approaching 6 months of delay with $100,000/d LD’s. Contractor required detailed analysis of MEP performance as a delay factor in relation to all construction activities. Determined that builders works and other enabling works were causing delay to MEP and finish trades. Developed detailed P3 and P6 schedules for critical areas of the project. Contractor’s programme was totally inadequate to control the project.

Further as consultant to Al Fara’a, directed all activities of design tender for new Tawam Hospital with a value of $1.25b, in a JV with Al Futtaim/Carillion/AECOM for the Al Fara’a team. Many areas of tender documents such as MEP were very early concept stage and had to be quickly developed further to price. The same factors applied to interior finishes as well as FF&E items. Supervised team of 4 estimators and QS as well as participated heavily in the interpretive process of design development to level sufficient for pricing.

June 2008 – Dec 2008

Abu Dhabi General Services (Musanada)

Consultant, Buildings Sector Restructure

Operations throughout Emirate of Abu Dhabi UAE

Construction consultant to lead the government mandated re-organization, transition, and transformation of the Municipality of Abu Dhabi Buildings Projects Sector to privatization, under ADGS management. ADGS is a newly formed private company funded by the Government, to bring international best practices to buildings design, construction and maintenance, targeting this company to become “Top Five in the World”. ADGS is currently undertaking the transition of 500 employees, 240 in-process construction projects, and over 3,000 buildings under comprehensive maintenance to ADGS control on 1 January,09.

Responsibilities/Tasks: Evaluation of existing staff competencies and, subject to gap analysis, recruitment in the private sector for engineers, architects and project managers to permit the proper functioning of the many departments within the directorate. Commissioned and oversaw the development and publication of the work in process reports on the active projects, Provided initial ADGS Building Sector visions, goals and strategic plans for the successful transition and transformation to private sector type operations.

June 2007 – June 2008

Turner International - Pakistan

Sr. Manager Projects & Infrastructure

Turner International – Pakistan is a subsidiary of Turner Middle East. Turner is charged with the construction and project management of all of the Emaar projects in Pakistan. Currently Emaar is very much bogged down in this country, struggling to make these ventures commercially viable.

Projects include:

Canyon Views Development: 5,000 Villas Islamabad

Highlands Development: 4,000 Villas Islamabad

Crescent Bay Development, 37 Res Towers Karachi (http://www.emaar.com/pakistan/crescentbay/)

Responsibilities/Tasks:

Senior supervisor of entire team of design managers, contracts managers, QS, planners, project managers and construction professionals on projects currently valued at US$4.9 Billion in Islamabad and Karachi for Emaar Development (Dubai). Emaar faced serious issues with obtaining competent contractors in the region, and could not seem to attract international firms to work within budgetary constraints. I spent one year time and effort working with the design development personnel of both Emaar and Turner, coming up with feasible solutions to the many commercial, technical and geographical challenges to building major construction projects in Pakistan. Supervised design and build of a community of 5,000 villas in steep canyon area while maintaining the aesthetics of the natural surroundings (http://www.emaar.com/pakistan/canyonview/) .

Mar 2005 – June 2007

EC Harris International, Sr. Project Manager, UAE

ECH is a well positioned international project management firm in the UAE with a very strong client base. In Abu Dhabi ECH has a proportionate number of the prestigious projects for exclusive private developers. ECH offers a full range of PM services including a very strong QS component.

Projects include:

The Landmark (design review)AED 1.8b

The Central Market (design review, contractor select)AED 3.5b

Mussaffa Palace (scheduling works)AED 800m

Mena Tower (design review)AED 850m

Mushhriff Gardens Villas (design review) AED 350m

Khalidiya Palace Rotana Towers (design review) AED 1.2b

Al Wahda Mall (direct schedule and supervision works) AED 450m

Al Wahda City1 three towers. (design review) AED 1.1b

Responsibilities/Tasks: Represent various prestigious Emirate clients’ interests in, developing, supervising, and QA monitoring the work product of design consultants, on projects ranging from palaces to multi tower high rise developments, including large retail mall structures. Advise on systems, techniques, materials, and methods of design from concept to tender and including PM level construction supervision when required. Primarily involved in design review and value engineering. Spent considerable effort on several projects working programmes (P3) for the various parties.

Sep 2003 – March 2005

Johnson Controls Inc., Infrastructure Projects Division Toronto, ON

Sr. Project Manager

Johnson Controls has a separate division which is charged with seeking large capital improvement projects designed to provide capital savings to owners and income to JCI targeting infrastructure type energy savings through retrofit and technology applications,

Project:

Lakehead University, Ontario Canada, EPC contract provided a major university with a completely re-designed central power plant and district cooling plant based upon the latest equipment and materials..Contract amount: CAD 6.3m. This project is still ongoing with new improvements added each phase to this 2m square foot campus originally built in the 1950’s

Responsibilities/Tasks: Project development engineering, MEP design, and construction manager for MEP infrastructure replacement and expansion projects. Completed a development/design/build central plant building, heating boilers and chillers HVAC project including new AHU’s, pumping, piping and electrical distribution for a major university, in Northern Canada. Arrived in this remote city and set up the JCI satellite office (still functioning) to run the concept, feasibility, design, re-engineering, tendering and construction supervision. The first phase of this project was successfully completed and is being constantly improved and winning awards for JCI, with an almost 30% savings in energy recorded yearly, amounting to millions of dollars, which savings are put back into the project to further improve operational efficiencies.

June 2001– July 2003

AIE/Brown & Root, Hassi Berkine, Algeria

Commissioning Coordinator

AIE was subcontracted to Brown & Root to complete the installation of and supervise the commissioning of the first train of the gas separation and re-injection facility in Hassi-Berkine.

Responsibilities/Tasks: Contract position. Set up control procedures, verification manuals, checklists, operations and maintenance packages for all equipment and software, and supervised overall commissioning of instrumentation package for oil/ gas separation and re-injection facility. Supervised database input and reporting for thousands of remote sensors and process instruments.

Nov. 1999 to June 2001

Antilles Auxiliary Power San Juan Puerto Rico

Project Manager, Systems Consultant

This company is the premier Caribbean area supplier of engineered power generation systems for the “hurricane alley”. The projects range from 150KVa residential units to large paralleled generator/ATS factory installations of up to six and more 1,500KVa units.

Responsibilities/Tasks:

Engineered and supervised construction of backup and emergency generator installations for large Caribbean commercial clients. In addition to working as a projects manager, with my accounting system background acquired at United, I was requested to set up and supervised conversion from manual to computerized accounting/reporting system for main office staff of 35 . This provided an additional challenge as the machines were on a Mac platform and the accounting software for this platform was not as sophisticated at that time.

1993 to June 1999

United Electrical Contractors, San Diego CA

Vice President, Owner

United was incorporated in 1993 with myself and another person. The company was primarily involved in governmental infrastructure projects in the California market. Projects ranged in value from US$900,000 to US$3.7MM. At its peak the payroll was 120 tradesmen of various types. United closed its operations in 1999 when it was determined that the market was too tight to make a secure profit, as tenders were being submitted at 6% and less.

Responsibilities/Tasks: This was a direct investment of my personal capital in a startup company. I had responsibility for all operations from hiring to engineering, finance, legal and operations. I installed Timberline accounting, setting up my own chart of accounts, AP, AR, WIP, certified payroll and reports systems. Timberline was the most state of the art system available, and it took three years of dedication to completely implement the cost control and reporting functions. During my six year tenure, the company put together well over 300 estimates and almost as many tenders. At United we were constantly upgrading our equipment and training our people because the projects we undertook were technically very complex

1985 - 1993

Helix Electric, Inc

San Diego, CA

Area Manager

Helix Electric became operational in 1984 and I was able to work my way up into the organization to the position of Area Manager. Today Helix is listed 39 in the ENR top 600 US specialty contractors. Although primarily a specialty contractor, during my tenure Helix executed many of its contracts as a prime contractor to governmental agencies.

Responsibilities/Tasks: During my eight years with Helix I worked in the capacities of project manager, area manager, and general counsel, as well as being directly involved in over 100 estimates and tenders. This was a very intense developmental experience and I found myself mentoring up to three recent engineering graduates at a time, in the various disciplines of securing and running a project. This was a particularly litigious period in USA construction, and I was involved in several disputes resolution issues, as well as the preparation of two cases which went to trial. I was part of the executive team responsible for the strategic planning. I left the employ of Helix to start my own contracting firm.

1981 to 1985

J. R. Youngdale Construction Company (JRYCC)

Project Manager and General Counsel

JRYCC was a prime contractor working on Government hard bid construction projects throughout the Western USA. This company ahead of its contemporaries in the use of IT with the early application of the FAX machine (1981) and portable computers (1985) as well as computerized data transfer between operating sites and HQ before the advent of the current internet.

Responsibilities/Tasks: Recruited by this firm during last year of Law School to prepare several technically complex, design and performance related claims with various agencies including the COE and Department of the Interior. In the process of involvement in claims became increasingly involved in the direct management of projects. Until JRYCC closed operations in 1985 I was intensely involved in the estimation, tendering and purchasing of projects as well as on site project management of from three to five projects. Was instrumental in the startup and operations of the MEP works in house for several infrastructure projects. Set up sister company to manufacture ductwork and piping assemblies.

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