William Curtis Jones

310-***-**** acxd1p@r.postjobfree.com

PROJECT CONTROLS

Expert in managing high profile projects in the oil & gas industry through project services / project controls and cutting edge program management methodologies with a repeated history of delivering cost savings and enhancing business efficiencies with implementing and utilizing best practices management & controls tools.

Independent process-driven strategic professional with 15+ years of extensive international experience providing customized solutions in multi- disciplined projects for majors including QatarGas LNG, Equatorial Guinea LNG, TransCanada, SNC Lavalin, Texaco (Chevron) LNG, and Total. In-depth understanding of project management standards, contract management standards, contract negotiations, project services / controls, including conceptual / initiation, scope statements, planning, scheduling, cost estimation, design, Auto Cad Drawings, technical specifications, quality controls and cost controls / analysis. Sustain reputation as highly-collaborative business partner who possesses keen insight in quickly understanding / interpreting diverse project requirements / needs / enhanced deliverables. Motivated leader and communicator who build cohesion, trust, representative and project engagement across all levels of stakeholders (executive management, project management, clients / contractors, and key decision- makers).

ADDED VALUE:

Empowerment & Stable Leadership

Earned Value Management

Best Practices Recommendations

Contracts & Vendors Management

Cost and Schedule Risk Management

Workflow / Procedures Documentation

Planning and Scheduling

Diplomatic Claims Resolution

Project Change Management a

Project Estimating & Budgeting

Documenting & Record-Keeping

Assurance Review: Cost & Schedule

Organizational / Manpower Staff Planning

Cost Controls / Cost Analysis

Roadmaps / Phase Gates Planning

Progress Status Reporting / Presentations

Complex Decision Making

Project Closeout

Ingenuity Mentoring; Training and Development: Locals / Nationals employees from Equatorial Guinea; Angola; Nigeria; Kazakhstan improving world class quality, self-confidence and self-knowledge as qualified Project Services Support and Project Controls Support

Proficient in Enterprise Software: SAP; JD Edwards; PeopleSoft; Primavera P6; HardDollar; MS Office Suite; Kildrummy Cost-Manager; M-Power; KPlato - PMS; Sigma Flow’s Process and Project Execution; MS Project 2010; PertMaster; Welcome Risk; SAGE Platinum Solutions.

OVERVIEW OF SIGNIFICANT CONTRIBUTIONS:

SNC Lavalin T&D: Prepared and implemented procedures & documentations for all project services team & project controls team, explaining in detail the step-by-step procedure of how to accomplish adding Best Practices Process & Tools for all existing projects. It is now part of the Organizational Process Assets of SNC Lavalin T&D and was published on the Company’s SharePoint for reference and guidelines. By creating each functional support’s documentation, it streamlined required tasks and provided consistency for all project services support / project controls support to implement best practices process, which shorten learning curves for all concerns.

Arabian Industries Projects LLC: Initiated and obtained executive management approvals, and brought to life the idea of having a ready available Service Contract that entertains the small size projects (up to $5M) without the need to go through the Company’s standard RFP procedure, which took up to ninety days. I led the effort a team of multi-discipline engineers to prepare the comprehensive contract document, CTRs and cost estimates; issued the contract for bidding, and was successful in implementing, resulting in saving significant minimizing impacts of time and value. Incorporated surplus construction materials into the technical specification for new projects through preparing custom designs to utilize surplus materials, resulting in significant cost savings.

Texaco Upstream Technology Inc.: Improved Capital Project Management Roadmap processes through the implementation of a new business case template enhancing project visibility to determine project status for project management decision-making. Increased planning process effectiveness by 35% through the development and implementation of a capital budget cycle that ensured the accuracy and data integrity of all cost transactions and progress status. These best practices were used corporate world-wide until merger with Chevron.

PROFESSIONAL EXPERIENCE:

Phillips 66 Refinery Carson, CA.

PROJECT CONTROLS MANAGER: Secondee of Brinderson EPC (January 2015 – October 2015)

EPC Estimated Completion Cost: US $45+ Million

Project Type: 80% Expansion & Upgrade Scope / 20% Brownfield Scope of Phillips 66 Refinery – Carson & Wilmington / Lake Charles

Position Core Focus: Policies & Procedures for Contractor’s Cost and Schedule Controls & Management; Project Services and Project

Controls; Earned Value Management, Integrated Scheduling, Cost, Planning, & Contract Management

William Curtis Jones Page Two

North Caspian Production Operating Company B.V. (NCPOC) Atryau, Kazakhstan

(Joint Operating Ventures of Agip, Shell, ExxonMobil and NCOC)

PROJECT SERVICES & PROJECT CONTROLS ADVISOR: ExPat Advisor for 120+ days Service (July 2014 – January 2015)

EPC Estimated Completion Cost: US $150+ Million (Completion Status)

Project Type: 80% Expansion & Upgrade Scope / 20% Brownfield Scope of Kashagan Field

Position Core Focus: Developed / Enhanced / Implemented: Policies & Procedures for Contractor’s Management; Project Services and Project

Controls; Earned Value Management, IAP Scheduling, Cost, Planning, & Contract Management

Responsibilities: Provided leadership, vision and focus for improvements for Project Services’ Supports & Project Controls’ Support across NCPOC’s organization; Coordinated the development, implementation and training of Project Services’ Support & Project Controls’ Support with Standards Procedures & Systems for both NCPOC & awarded Engineering Services Contractors; Provided direction and maintenance of controls systems to support contracting strategies, document controls and contract administration. Developed standardization for Project Services’ Group & Project Controls Group of controlling, managing, project reporting and tools required during the FEED and Execution of Projects which led to more consistent results by improving documents control basis, cost control basis, schedule control basis with standard practices, work methods and work processes. Led the Planning & Scheduling Teams to develop and implement better method / standardization / realistic construction plans for obtaining zero recordable and lost time accidents.

Managed / mentored: 17 Total Staff (14 Locals)

Arabian Industries Projects LLC. Muscat, Sultanate of Oman

PROJECT SERVICES & PROJECT CONTROLS ADVISOR: ExPat Advisor for 1+ Year (August 2013 – July 2014)

EPC Estimated Completion Cost: US $2.8 Billion (On-Hold)

Project Type: 90% Greenfield Gas Plant Tendering (under considerations) / 10% Brownfield Scope

Position Core Focus: Technical and Commercial Pre-Tender Compliance Review

Responsibilities: Manage Project Services Group and Project Controls Group; developed / implemented Standardized Procedures & Organizational Compliance for Project Services Group and Project Controls Group; Developed, manage focus and efforts of all cost estimates & preliminary schedules for tendering a multi-billion dollars Commercial Package; compliance review of client’s requirements prior to and after technical tender & commercial requirements; Interfaced with executive management, engineering management, operations managers, construction managers, and project managers establishing a program to implement and support project execution procedures, processes and tools; also periodically reviewed objectives of ongoing development and support requirements for project services functions. Provided leadership to all EPC Management Team regarding staffing, planning and execution strategies for project execution, coordinating with HR to develop recruiting and staffing plans; providing input on position classifications, job descriptions, and terms of assignments; developed & implemented systems, standards and procedures in project services at three construction site. Provided directions and guidance for estimating, scheduling, cost control, document control, contracts, procurement and construction as it relates to project controls, and ensuring coordination across the project controls functional groups; developed and implemented Capital project controls procedures and staffing requirement to ensure project met cost / budget, schedule and performance management requirements in accordance with client’s requirements; developed and implemented reporting criteria, content and format for monthly project status reports and quarterly presentations to both Client and Internal Management Teams; provided leadership and implemented cost & schedule development, maintenance and review; established risk management protocols and procedures, prepared reports required for risk assessment and assess risk occurrence as it pertains to probability, budget and schedule. Conducted full scale audit of internal on-going construction execution identifying; eliminating waste of both direct & indirect costs / missed claims recovered in excess of US $3 million and optimized current schedule – resource loaded / developed recovery schedule.

Managed / mentored: 11 Locals

TransCanada: Keystone XL Pipeline & Alta-Link Ltd. Calgary / Edmonton / Hardisty, Alberta, Canada

SENIOR PROJECT CONTROLS ADVISOR / ASSURANCE LEAD: ExPat Advisor for 1+ Year (July 2012 – September 2013)

EPC Estimated Completion Cost: CND $2.8 Billion (On-Hold)

Project Type: 100% Greenfield Tank Farm; Interconnecting Plant & Pipeline Corridor; Transmission & Distribution Power Lines Scope

Position Core Focus: Assurance Review / Enhanced Communications, EVM, Scheduling, Cost, Planning, & Business Management

Responsibilities: Responsible for identifying gaps and prioritizing risks; championed the clarification, quality and expectations deliverables required internally / eternally throughout projects life cycle; formulated and implemented Project Controls Assurance Plan; enhancement of communications between Client, Field & Corporate with all Sub-Contractors at site; Quality Assurance and Optimization of Schedules; Manpower Planning; Status Reports and Progress Measurements received from Sub-Contractors including validations and closure of gaps & variances; trained numerous Staff Cost / Scheduler / Planner to better utilized the Controls Systems implemented & Primavera P6 at Site and Headquarters; developed Recovery Plans with each Sub-Contractor to improve schedule; budget; progress, earned value management and communications; developed Project Control plans and procedures aligning with Corporate’s procedures in order to meet requirements & expectations of Projects; developed criteria for Schedule preparation and oversee progress; review and approval of deviations to project schedule and budget; Change controls implemented; facilitated Progress Performance Review, Cost and Scheduling during project meetings; responsible for Project reporting internally - cost, schedule, resources; developed & implemented Estimating, Budget and Cost Management; coordinated and developed all site Project Control personnel (as directed by PCM and PCD) with proper training; assigning adequate tools and templates.

Managed / Mentored: 32 Staff (26 Nationals)

Nigerdock FTE (Chevron Nigeria Ltd.) Snake Island, Nigeria

PROJECT SERVICES & PROJECT CONTROLS MANAGER: ExPat Direct Employee (February 2012 – August 2012)

EPC Final Completion Cost: US $119.5 Million (Completed)

Project Type: 100% Expansion Scope - Upstream Projects – Fabrication / Production Platform & Offshore Installation

Position Core Focus: Scope Development, Estimating, Cost Controls, Planning, & Business Management

Responsibilities: Reorganized & restructured entire Project Services & Project Controls Group supporting this project already in progress, resulting huge reduction for indirect costs. Developed and coded of Class 3 Estimates into relevant Client’s WBS & CBS Structures to Original Control Budget within Corporate Capital Cost System utilizing Client’s SAP; produced various project status & cost report; developed and monitored PO’s for Equipment and Bulk Materials, Subcontracts: Engineering, Freight, Fabrication Subcontractors and Construction Subcontractors; produced production’s value of work done (VoWD) Report and VoWD Phasing including forecasting for all PO’s and Subcontracts; produced & managed P6 Schedules and produced various progress S-Curves and progress measurement reporting; reviewed & incorporated all awarded PO’s and Subcontracts against Controls Budget; produced relevance change management documentation; monitored & reported material quantities actual vs. budget, cost & quantity sampling and trending; reviewed monthly invoices submitted against approved PO’s and Subcontracts on behalf of Client;

William Curtis Jones Page Three

liaise with client project control team and client audit team on Project Status & Subcontractors. Managed, supervised & mentored all Project Services & Project Controls Group (Contracts Administrations; Document Controls; Planning; Camp, Visas & Travel Administration; Logistics; Project Controls).

Supervised / mentored: 43 Staff (37 Locals)

Equatorial Guinea LNG (AMPCO) Malabo, Equatorial Guinea

(Joint Operating Ventures of Marathon Oil, Noble Energy, Inc. & SONAGAS)

LEAD PROJECT CONTROLS & LEAD ESTIMATOR: ExPat Direct Employee (August 2010 – February 2012)

TAR Final Completion Cost: US $515.5 Million (Completed)

Project Type: 100% Turnaround Scope: Gas Processing Plan - Downstream Projects

Position Core Focus: TAR Schedule / Cost Controls;, Business Management; Long Term Planning - Estimating / Economics Study

Responsibilities: Determined and implemented cost control structures; tracked, forecasted, and reported physical daily progress throughout TAR

Execution phase; analyzed schedulers output & communicated forecast of deviation impacts to TAR CMT Leader, with recommendation for corrective actions

/ recovery plan; established & confirmed man-hours / labor & material budget with TAR Contractors; actively maintained report of TAR Contractors submitted daily updates for labor, equipment rental, consumables and material costs and projection / estimate for cost to complete the TAR; randomly audited Contractors Invoices for labor, equipment & material charges; provided updates for actual daily & accumulative charges incur red or committed during TAR; provided daily forecasts & variance explanations for each cost centers; provided weekly budget update of projected cost of TAR phase; reviewed & endorsed random invoices were correctly coded & processed F&AC system; provided final summary of TAR costs at completion of project; planned & implemented TAR Planning & Scheduling for staff schedulers; worked & developed with key personnel developing TAR scope; created & maintained detailed Execution Work Packages / Job-Cards; monitored & supervised Schedulers ensured accuracy of Execution Work Pack / Job-Cards activities loaded in P6; adhered to Engineering & Projects (E&P) Segment Specifications; adhered to CVP for TAR business and project processes; provided information to ensure development of proper estimates and cost forecasts within project phases; responsible for daily updates in P6 and daily reports; responsible for review and preparation of other Organizations Work Packs for execution; facilitated in ''what if'' scenarios in execution schedule and document contingency plans in Execution Work Packages; facilitated, mentored & coached Locals on schedule controls, as well as Corporate’s TAR philosophy / best practices of delivery on-time; managed work orders & tracked MMS; participated in Constructability Reviews as required.

Supervised / mentored: 7 Staff / 4 Locals

Next Task: Developed and presented to mid-management long-term planning of conceptual scope: cost estimates, productivity analysis, labor calculations, economics & feasibility study of possible full acquisition of a certain unit from within AMPCO Group; developed design & commercial growth allowance; developed & implemented benchmarked data for next phase projects.

Mentored: 3 Locals

Total Petrochemicals & Refining USA, Inc. Irvine, CA / Port Arthur, TX SENIOR PROJECT CONTROLS SPECIALIST: Direct Consultant (April 2008 – August 2010)

EPC / TAR Final Completion Cost: US $2.42 Billion (Completed)

Project Type: 85% Grassroots / 15% Brownfield & Modifications Scope - Refining / Downstream

Position Core Focus: Scope Development, Estimating, Cost Controls, Planning, EVM & Business Management

Responsibilities: Responsible from EPC scope award to operations hand-over, assisting / advising all project controls matters with project managers & program managers on two of the three program package’s for Greenfield and Brownfield Units; provided assistance & direct review of all cost engineers ensuring all aspects of project controls are implemented & controlled; worked with all project / program managers ensuring project controls updated / controlled change of work scopes (potentials, company internal changes, or contractor changes); directed cost engineers & schedule engineers assigned to specific projects, assuring adequate resources to handle existing, future and or planned work; directed the transition / implementation of cost tracking system (utilization of SAP) as company-wide transition from Contractor’s Managed Scope to Owner Managed Scopes, insure the existing systems continue parallel, closely monitoring for a timely transfer is completed; evaluated & mitigated contractor’s variances are within tolerance level; validation of contractor’s progress reporting of cost, schedule, change impacts, commitments & forecasted completion cost; implemented & conducted audits of selected non-tolerance contract variances (validations of awarded scope budget; plan versus actual costs, current schedule and other selected compliances review).

Supervised / mentored: 6 Staff

Qatar Gas LNG Ventures: I and II Ras Laffan, Qatar / Mussafah & Jebel Ali, UAE

(Joint Ventures of Qatar Petroleum - ExxonMobil & Total (Train 4 & 5) and Total, ConocoPhillips, Shell & Mitsui (Train 6 & 7))

PROJECT CONTROLS MANAGER: ExPat Direct Employee (February 2004 – April 2008)

EPC / TAR Final Completion Cost: US $38.5 Billion (Completed)

Project Type: 95% Greenfield / 5% LNG Terminal Modifications Scope: Community Development, Offshore Jackets / Productions Platforms & Offshore Pipelines

Position Core Focus: Scope Planning & Budget Development, Estimating, Cost Controls, Planning, EVM & Business Management

Responsibilities: Responsible for all offshore ventures’ budget, cost, planning, schedule, change management & projects progress status reporting of 38 offshore production platforms and offshore pipelines to LNG terminal and community development infrastructures & land reclamation; reviewed assurance of required planning input during pre-tendering & award stage of each contracts (engineering design, procurement, fabrications & installations); monitored overall awarded cost / schedule of EPC Contractor’s input into Cost Systems & Master Schedule; reviewed & monitored planning packages on feasibility, interfacing & integration of EPC Contractor’s (design, fabrication, installation, hook-up & commissioning) plans into master project schedule; conducted contract review s ensuring EPC work programmed aligns with the contractual requirement, quality of cost / planning reporting, deliverables & accuracy of EPC contractor’s reported progress & status.

Supervised / mentored: 7 Staff (4 Nationals)

Texaco: Angola LNG Group Houston, Texas / Soyo, Angola

(Joint Ventures of Chevron, Total, Eni, Shell, ExxonMobil, BP and Sonagol)

PROJECT CONTROLS LEAD: Direct Consultant (November 2002 – January 2004)

EPC Estimated Completion Cost: US $22.7 Billion (FEED Completed)

Project Type: 75% Greenfield / 25% LNG Terminal Modifications Scope – Community Development, Offshore & Onshore

Position Core Focus: FEED Scope Budget Development, Estimating, Cost Controls, Planning, EVM & Business Management

William Curtis Jones Page Four Texaco: Brass River LNG & Nigeria LNG Group Houston, Texas / Lekki, Nigeria PROJECT CONTROLS LEAD: Direct Consultant (April 2000 – November 2002)

EPC Estimated Completion Cost: US $19.3 Billion (FEED and Execution: Completed)

Project Type: 100% Greenfield Scope – Community Development, Offshore & Onshore

Position Core Focus: FEED Scope Budget Development, Estimating, Cost Controls, Planning, EVM & Business Management

Texaco: Petronius Offshore Platform / Agbami FPSO Houston, Texas / Houma, Louisiana

PROJECT CONTROLS LEAD: Direct Employee until merger with Chevron (March 1997 – April 2000)

EPC Estimated Completion Cost: US $1.7 Billion (Completed)

Project Type: 100% Greenfield Scope – Offshore & Onshore

Position Core Focus: Scope Budget Development, Estimating, Cost Controls, Planning, EVM & Business Management

Texaco: Das Island I & II Houston, Texas & Dubai / Sharjah, UAE PROJECT CONTROLS LEAD: Direct Employee (October 1995 – March 1997)

EPC Estimated Completion Cost: US $1.1 Billion (Completed)

Project Type: 100% Modifications: Scope Upgrade Jack-up Rigs; Semi-Submersible; Offshore Drilling / Production Testers

Position Core Focus: Scope Budget Development, Estimating, Cost Controls, Planning, EVM & Business Management: Monitoring Contractors’ awarded scope modifications of Jack-Up Rigs and Semi-Submersible

JCo Energy Group Inc. Houston, Texas & Various North America Cities (including Canada)

(a wholly owned venture group of Transcontinental Energy Group)

SITE PROJECT CONTROLS: Direct Employee (May 1986 – October 1995)

Project Type: Tank Farm Fabrication / Erections for major Airport Terminal (Jet Fuel Consortiums)

Position Core Focus: Scope Budget Development, Estimating, Cost Controls, Planning, EVM & Project / Business Management

Gulf Oil Corporation Houston, Texas PROJECT ADMINISTRATION / SITE COST CONTROLLER: Direct Employee (January 1984 - May 1986) STAFF FIELD OPERATIONS AUDITOR: Direct Employee (March 1982 - December 1983)

Arthur Andersen LLP Houston, Texas

STAFF AUDITOR: Direct Employee (August 1981 – March 1982)

EDUCATION:

Lydon University Washington, DC

Bachelor of Business Administration: Project Management December 1984

Villanova University Philadelphia, Pennsylvania

Currently pursuing Master of Business Administration: Project Management Target: August 2015

(Preparing for the PMP Exam in September 2015)

Heriot-Watt Graduate School of Business (On-hold) Edinburg, Scotland

Master of Business Administration – International Finance Target: December 2016

(Commence after PMP is complete)

REFERENCES:

Available upon request

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