Michael Jordan.

**** *. ********* **.

Gilbert, AZ. 85295

562-***-****

Experience: Over 35 years of diverse management experience: engineering and design, project and construction, operations and maintenance. Experience in oil and gas production (upstream), private power generation, public utilities (gas and electric), manufacturing, hospitals, universities, and a national laboratory.

Project/Construction Management (15+ years):

Experience in design-build, design-bid-build, and time and material contracts.

Southern California Gas Company- Project Manager overseeing several projects as part of Sempra’s Pipeline Safety Enhancement program (PSEP).

1)Worked on more than 50 projects involving installation of automated shutoff valves throughout Sempra’s transmission system over a 3 year period, with a total installed cost (TIC) of more than $100 million.

2)Work included oversight of land acquisition, design, procurement, construction, commissioning and closeout.

Oil and gas – Design, construction and renovation of drill sites and (water flood) oil and gas production facilities - well cellars, heater treaters, fresh water knockouts, vapor recovery systems, tanks, continuous emissions burners (CEBs), oil and gas metering systems, pig launcher systems, underground piping systems, electrical substations, and electrical distribution systems.

1) Took over management of (250 well) well cellar construction project that was severely behind schedule and over budget, with company contract under threat of termination. Re-baselined the project and completed under (new) budget and on schedule.

2)Involved in the design and construction of the first large prefabricated well cellar (25 wells).

Los Alamos National Laboratory – Construction and renovation of a variety of complex research and manufacturing facilities, from a neutron accelerator to an explosives machining complex.

1)Involved in the design and construction of the first Research Park facility for LANL - a joint project between DOE, local government, and private industry.

2)Responsible for taking over failing projects, re-baselining, and completing within new budgets and schedules.

Power generation (El Paso Electric) – feasibility studies, design, construction and renovation projects for small (<10MW) gas turbine and recip. engine-driven cogeneration plants. Work also involved steam turbine-driven chillers and absorbers.

Manufacturing (GE Oil and Gas) – management of design and manufacture of large, custom-designed compressor packages for installation around the world.

1) Helped to create a computerized design, procurement, fabrication and testing scheduling tool to aid facility in management of the manufacturing process for up to 85 projects simultaneously.

Facilities Management (15 years):

Mt. Sinai Hospital – Director, Central Plant, HVAC and Electrical Distribution

1)Central plant was 4 city blocks - largest private Central Plant in New York City. – boilers, steam and electric driven chillers, air compression and filtration systems, electrical distribution systems.

2)Reduced energy consumption by more than 10% in one year through a variety of strategies (energy bill was $39 million/year).

U.C. Berkeley - Plant Manager for 26 MW gas turbine cogeneration plant. Sold steam to the University and power to PG&E.

1) Took over failing contract after major fire. Turned into second most profitable facility out of 29 for Stewart and Stevenson within 2 years.

Los Alamos National Lab. – Facilities Maintenance and Engineering Team Leader for 750,000 sq. ft. of research and development, manufacturing, and office space.

1)Implemented reliability centered maintenance. Reduced maintenance budget by 20% over 3 years.

NASA, Edwards AFB. - Site Manager (facilities maintenance and custodial) for 1.2 million square ft. of building space.

1) Contract involved the use of disabled personnel to perform facility maintenance.

U.S. Navy (submarines)

Engineering Management (5 years):

Upstream Oil and Gas Industry (Hobbs Bannerman) – involved in the design of equipment and facilities for use in an oil production facility– electrical substations, electrical distribution systems, mechanical and piping systems.

1)Took small engineering firm, developed engineering and design standards and protocols. Developed (and met) design budgets. Increased design product quality such that city plan check approvals were received on the first review.

Manufacturing (Mafi-Trench) – managed the custom package design (structural, electrical, mechanical, instrumentation and control) of turbo-expanders and expander-generators primarily for the oil and gas industries.

1)Took over package design department after company declared bankruptcy. Developed a method for standardizing a custom design process (called it “flexible standardization”). Resulted in reduction in design (and manufacturing) hours by more than 50%. Company went from bankruptcy to #1 in the world.

2)Involved in the development of the first magnetic bearing turbo-expanders.

Michael Jordan. page 2

Project Manager – SUN Engineering Svcs (2013-present)

Project Manager responsible for design and construction on Sempra Energy's $1.5 billion Pipeline Safety Enhancement Program (PSEP). Oversaw SUN Engineering Design Team, as well as SCG members responsible for land acquisition, design, procurement, construction, commissioning and closeout. 50 projects, over $100 million TIC.

Facilities Project Manager – Warren E&P (2011-2013)

Design, construction and renovation projects associated with virtually every piece of equipment within an oil production facility. Laid off due to completion of project list and Company desire to focus on acquisitions. $15 million annual budget.

Director, Central Plant, Mt. Sinai Medical Center – SODEXO (2010-2011)

Responsible for managing 90+ personnel in the operations and maintenance of the central plant, as well as hospital HVAC and electrical distribution systems. Also acted as Project Manager for replacement of 4 existing boilers, as well as for extensive modifications to the HVAC system. Left when Warren E&P called and asked for my services.

Site Manager, NASA, Edwards AFB – PRIDE Industries (2009)

Supervised 75 personnel in the performance of facilities maintenance, grounds maintenance, and custodial services at Edwards AFB (for NASA). 6-month temporary job, managing shut down of facility after contract was lost. Was unemployed for 6 months afterward.

Engineering Manager – Hobbs Bannerman, Inc (2007 - 2009)

Supervised 13 engineers and designers in the design of oilfield (Warren E&P) and government (cogen.) projects…civil/structural, mechanical, electrical…projects ranged in value from $30K to $30M. Also performed Project Management functions for Warren E&P. Division was closed due to financial crisis.

Project Manager (Contract Employee) – THUMS (2006 – 2007)

Construction and renovation projects from $1.5M to $3M for an oil production facility. Left for opportunity at Hobbs Bannerman.

Project Manager – General Electric Oil & Gas (2005 to 2006)

Managed the design, procurement and manufacture/assembly of packaged compressors for use in the petrochemical industry. Managed 7 projects simultaneously, with a total value of approx $20 million.

Project Leader – Los Alamos National Laboratory (2000 – 2005)

Construction/renovation projects valued between $5M and $30M from conceptualization through acceptance/closeout. Renovation of electrical and mechanical systems for a neutron accelerator (LANSCE); renovation of facilities-related systems for a 50 year-old explosives machining facility; renovation of a BSL-2 laboratory; new construction of a classified multi-story office building; development of a 50,000 sq. ft. machining facility; conversion of a “change-house” to a classified laboratory/light manufacturing facility, design/construction of county-owned Research Park building.

Maintenance & Engineering Team Leader – Los Alamos National Laboratory (1997-2000)

Supervised personnel in the planning and execution of facilities-related maintenance and construction projects for 750K sq. ft. of laboratory and office space.

Supervisor/Senior Cogeneration Engineer, Technical Services Group – El Paso Electric Company (1994-1997)

Oversight of private power generation projects (operations, construction, and development).

Performed cogeneration feasibility studies

Plant Manager (Berkeley Cogeneration Facility) – Stewart & Stevenson (1991-1994)

Supervised 12 personnel in the operation and maintenance of a 26 MW gas turbine PURPA cogeneration facility.

Manager, Systems Engineering –Mafi-Trench Corp. (1987-1991)

Supervised engineers and designers in the package design for custom-engineered packaged turbo-expanders used in the petrochemical industry. Projects ranged in size from $150 thousand to $3 million.

Nuclear Submarine Officer, U.S. Navy (1979-1987).

Naval Reservist until 2004 – retired as O-6 (Captain).

Education/Qualifications/Training

B.S. Mathematics, U.S. Naval Academy, Annapolis, MD, 1979

Graduate, Naval Nuclear Power program, 1981

Certified Nuclear Engineer, U.S. Navy, 1984

Project List – Oil and Gas

Valve Enhancement Projects, Sempra Utilities ($50 million)

Involved the installation of new, automated valves and conversion of existing manual valves to automatic and/or remote shutting capability within the gas transmission system throughout central and southern California.

1.Individual projects varied in size from $1 million to $3 million (TIC). Managed several projects simultaneously. Sites varied from existing pipeline transmission stations to underground valve assemblies located in the middle of urban city streets.

2.Worked involved close coordination with several departments within Sempra, several different contractors working under the Sempra umbrella, and the SUN engineering and design team.

Construction of New, 250 well drill site for Warren E&P ($35 million)

Included 2 x 125+ well cellars, and piping distribution for oil, gas, water injection, and fire protection systems. Also included 10 MVA substation, and electrical distribution system for two drill rigs and 250+ down-hole submersible pumps.

Notable events:

1.Took over when project was significantly behind schedule and over budget. Re-baselined project and completed under new budget and ahead of schedule

2.Involved in the design of half of the distribution system while at Hobbs Bannerman – an improved design, utilizing a raised electrical equipment platform with imbedded, self draining cable tray, which cut electrical construction costs by over $2 million.

Upgrade of Existing Oil Production Facility for Warren E&P ($8 million)

Increased facility production from 5,000 bpd to 10,000 bpd, and increased system reliability by addition of standby equipment.

Project included:

1.Installation of 2nd (refurbished) heater treater, and associated piping and controls.

2.Addition of new CEB (flare) to meet new emissions standards

3.Replacement of existing heater treater burner assembly to increase production and meet new emissions requirements

4.Complete redesign and refurbishment of existing free water knockout (FWKO) to increase capacity.

5.Addition of second vapor recovery compressor unit, with software to run two units in parallel, with no interruption of service.

6.Installation of new WEMCO skims recovery system to enable elimination of existing water collection “pit”.

7.Installation of gas injection compressor package (as precursor to future mol. gate sieve gas sales system).

8.Installation of additional 30,000 bpd water injection compressor.

9.Storage tank refurbishment (8 tanks)

Notable Accomplishments

1.Work completed with minimal impact to ongoing operations.

2.Projects had been on hold awaiting approval of CEQA permit. Upon permit approval, timeframe for completion of projects was approximately 1 year. All projects completed ahead of schedule.

Design and Construction of New Drill Site for Warren E&P ($7 million)

Included prefabricated well cellar for 23 wells, and piping distribution for oil/gas, injection, and site drainage systems, as well as grading and paving. Also included 3750 KVA substation and electrical distribution for 18 down-hole submersible pumps. Project also required new injection and oil/gas pipelines for transport 1 mile to/from the production facility, under public roadways, railroad and private property.

Notable Events:

1.Prefabricated cellar was joint effort with Jensen precast. Cellar was installed in several sections, and within the existing water table.

2.Electrical design performed as Engineering Manager at Hobbs Bannerman.

3.Site was lead contaminated.

4.In-house construction and maintenance crews were used to perform all construction work – a job they had never performed before. Project required significant on-site management.

Upgrade of Existing Well Cellar for Warren E&P ($5 million)

Replaced entire electrical distribution system, as well as underground oil, gas and injection piping for old drill site with 26 individual well cellars. Project included site grading, paving and drainage.

Design, Installation of Produced Water Pig Launchers for THUMS ($3 million)

Pig launchers installed at 5 different sites to allow for pigging of cement lined, produced water piping system. Piping varied in size from 12 “ to 24”.

Modifications to Vapor Recovery System for THUMS ($2 million)

Work involved modifications to existing vapor recovery compressor piping systems to eliminate moisture. Project included installation of auto drain valves in select locations.

Project List – DOE (All work performed while at Los Alamos National Laboratory)

Nuclear Materials Safeguards and Security Upgrades Project (NMSSUP) ($240 million)

Worked as Project Engineer and Construction Manager

My part of project was $20 million, and consisted of construction of two bio-secure security facilities connected by 5 mile long, classified underground communications ductbank.

Notable Achievements

1.Took over construction management after accident (severing of 1250 pr. secure communications trunk).

2.Completed construction ahead of schedule and under budget

3.Completed underground work without any more incidents (including the 5 mile, 16 ft. deep ductbank installation).

Facilities/ Upgrades for neutron accelerator ($15 million)

Design-bid-build

Project involved electrical distribution system upgrades/replacement, steam boiler and associated piping replacement, and chilled water distribution system replacement.

Shell Build-Out of Research Park ($5 million)

Design-bid-build

Construction of a building shell to house a research laboratory, a museum, a computer training classroom area, and a computer testing and assembly area. Project included the installation of a variety of mechanical systems, including liquid nitrogen, gaseous nitrogen, industrial compressed air, ultra clean compressed air, chilled water, and cooling water.

Notable achievements:

1.First ever Research Park facility between Los Alamos’ DOE complex and private industry. Project involved the marrying of requirements mandated by DOE, as well as the County of Los Alamos.

2.Due to funding restrictions, project was under an extremely tight timetable (6 weeks to design, 10 weeks to construct), requiring shift work in both the design and construction phases. Project was completed on schedule and on budget.

3.Laboratory space was to be used for (first ever) manufacturing process for high temp superconductive transmission lines. Because the manufacturing process was still being developed, significant flexibility had to be designed into the space, both in ability to modify the spaces as needed (i.e. moveable walls), and in the variety of auxiliary systems required.

Facilities Upgrade of 50 yr. old explosives machining facility ($5 million)

Design-bid-build

Project involved replacement of electrical distribution as well as steam distribution systems, modifications to the fire protection (deluge) system, and installation of a new hydraulic system for use in explosives pressing.

Notable achievements:

1.Project had to be completed without shutting down facility. The contract required work to be performed during the period from Friday night until Monday morning for a period of several months. Used a combination of detailed, step-by step design (drawings incorporated step-by-step instructions for demolition, panel installation and wiring, and steam system modification), effective use of temporary systems, and construction performance contracting.

2.Project was completed ahead of schedule and under budget, without ever affecting weekly operations.

New Construction of 20,000 sq. ft Office Space ($5 million)

Design-build utilizing 8A contractor

2 story building for classified design work involving nuclear weapons.

Building Conversion from change room and shower facility to classified light laboratory ($5 million)

Design-bid-build

Project involved demolition down to the shell, and rebuild to meet classified area requirements, and repowered to meet light laboratory load requirements.

BSL-3 Lab HVAC upgrades ($1.5 million)

Notable achievements

1.Took over failing project. Re-baselined project, and completed within schedule and budget

2.Found several technical issues regarding room pressures and air flows that required design modification after the fact. Had to replace engineering firm.

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