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Manager Engineer

Magnolia, Texas, United States
October 29, 2016

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Raul Hermosillo



Engineering Management / Construction & Capital Project Management / Maintenance Management / Training

Capital Budget Management / Site Management / Change Management / Strategic Planning / Six Sigma

Turnarounds / Benchmarking / Safety Programs / Contract Negotiations & Management / Inventory / Liaison

Productivity Improvement / Cost Savings / Team Leadership / Training / RIFs / Statistical Techniques / FEED

Licensed professional engineer with significant global experience and a history of success in planning and implementing capital projects, optimizing the workforce, driving excellence through organizational change, and consistently meeting project and profitability objectives. Background includes utilizing various contract strategies in diverse processes, achieving significant cost savings and improving productivity while effectively managing key construction, maintenance and support service organizations. Bilingual English and Spanish.


Key contributor to saving DuPont $45M in maintenance costs via proper planning and scheduling. Operations management wanted to limit the number of technicians allowed to take voluntary retirement. Assured operations managers that because proper planning and scheduling was implemented, department could absorb full load of early retirements. Department accepted 88 voluntary retirements representing 40% of the maintenance staff; all work completed with impeccable safety record.

Improved Process Safety Management; led team in developing risk-based process for turnaround decision making for DuPont. Using the DMAC process, worked with cross functional team of maintenance, reliability, planning and finance personnel to define the problem, and collect data as to number of TARs deferred, delayed or moved ahead. Analyzed data related to change cost and risk; identified gaps. Process fully adopted by client.

Saved DuPont $1.32M+ in labor costs over two years. Three sites on the Gulf Coast managed construction independently and with different contractors. Initiated strategy to combine total hours worked at all sites to one contractor with new contract leveraging hours worked towards a single fee based on sliding rate. One single contractor was chosen and new contract written with sliding fee.

Improved site safety in Northern India, saving $275K+ in potential fatality compensation. China Light and Power was building an 850 megawatt power plant and had experienced nine fatalities during the first 11 months of construction. Assigned as DuPont consultant to improve safety. Gathered information, presented findings to construction team. Made recommendations for site improvements; developed training and safety orientations.

Achieved $360K in cost savings, leading to site hitting profit objectives. The Johnsonville, TN site was under pressure to make its profit objective. Changed the role of the DuPont minor construction crew to capital work; elliminating the salaries of 9 maintenance technicians from operating cost, for 6 months.



A provider of customized solutions based on DuPont best practices to improve safety, productivity and environmental management for client companies in the petrochemical, mechanical and construction industries.

Senior Consultant

Work with client capital project teams to develop project definition, execution and safety processes.

Assess facility readiness to operate.

Projects include a greenfield cement plant expansion in India; a$20B refinery; turnarounds in Europe and Canada; a $3B metals processing facility; and a $10B refinery in the United Arab Emirates.


The world’s largest chemical producer.

Project Manager

Led the development, design and construction of ag-herbicides capital projects in North America.

Managed a $20M project budget.


A preeminent global consultancy in project evaluation and project system benchmarking.

Manager, Site Based Projects & Turnaround Benchmarking

Consulted with global clients to assess and identify opportunities for improvement, project / turnaround benchmarking, provide quantitative analysis of project management systems, and assist with execution of strategies for capital projects from $1M to $8B. Led a team of four direct reports; managed $5M budget.

Led benchmarking of site-based capital projects and turnarounds for 25 clients across 45 sites globally.

Managed company’s turnaround benchmarking for refining and petrochemical clients.

Established and delivered annual revenue targets for business sector.

Managed licensing of proprietary software to 300+ users worldwide.

Consulted on multi-billion dollar Canadian oil sands projects.

Presented benchmarking results of all participating companies at the three-day Industry Benchmarking Conference that included 45 companies and more than 250 attendees.

E.I. DUPONT DE NEMOURS 1974 to 2005

A $25B US-based conglomerate.

Site Services Manager, 2000 to 2005.

Managed all aspects of site support for the Victoria, Texas facility with 1100 non-union employees, 150 DuPont staff and 126 contract employees. Managed site allocation process and an $85M site P&L.

Led maintenance, engineering, finance and purchasing functions’ conversion to SAP from legacy systems.

Slashed maintenance budget from $65M to $44M in three years by restructuring and streamlining the organization, reducing workforce from 200 to 120 mechanics and utilizing contractors when needed.

Member, Board of Directors of the Golden Crescent Workforce Commission.

Site Engineering Manager, 1997 to 2000.

Member of site leadership team; managed all aspects of engineering, maintenance and turnarounds for titanium dioxide facility in Johnsonville, Tennessee with 600 non-union employees. Managed 40 direct reports, 120 indirect reports and a $30M capital budget.

Improved efficiency and effectiveness by redefining roles, structure and work process of the site engineering group.

Achieved 2.5M hours of construction work with no lost time injuries.

Earlier with DuPont: Engineering Manager Wilmington, DE (1992-1997); Construction Manager, The Netherlands (1988-1992); Staff Engineer Wilmington, DE (1986-1988); Resident Manager of Construction, Mexico (1984-1986); Senior Construction and Project Engineer Roles- Beaumont, TX, Aiken SC, Delaware(1974-1984)


Bachelor of Science, Mechanical Engineering, University of Texas at El Paso

Professional Engineer, Texas #56947

Six Sigma Green Belt

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