PROFESSIONAL SUMMARY

Clifford W. Reed (Wayne)

SUMMARY OF EXPERIENCE:

Over 20+ years of disciplined leadership experience in the engineering and construction industry that includes:

Top Secret Clearance

Engineering, Procurement and Construction Project Controls

Technical execution of project controls and estimating practices/work processes/systems

Recruiting and People Development of Project Controls and Estimating Professionals

System Expert in Planning/Cost/Change Management systems

Member of the Fluor Team that successfully achieved all Nuclear N Stamps

Championed a baseline strategy in 1997 to accelerate Fernald’s cleanup schedule by 17 years, reducing costs by $3 billion.

Member of Fluor Fernald’s team that was awarded PMI “Project of the Year”.

Chairman of Mentoring Circle Program for Project Controls.

Developed Project Controls and Estimating course with University of Cincinnati.

SBU discipline functional leadership/Project Controls

Decommissioning and Demolition

Waste Management

Extensive experience working with high profile Fortune 500 customers managing projects that have spanned diverse industries serving power, manufacturing, consumer products, government, pulp and paper, process group, textile fibers, and petrochemical business units. Proven leader on multiple projects for strategic clients to manage projects that were critical to the protecting their investments, whether it was new product launches, expansions, or consolidations to improve operating efficiencies. Some of the clients have included:

Department of Energy

Department of Defense

NuScale

DuPont

General Electric

Westinghouse

NRG

Dominion

VEPCO

Hammermill

Exelon

Union Camp

Alcan

Hitachi

OPPD

The cumulative value of the projects has exceeded $25 billion in value and consistently met or exceeded schedule and cost targets associated with the various projects. I have work share experience with offshore offices (New Delhi and Manila). I have the capabilities to work with clients in a manner that cultivates trust, builds relationships, and reinforces client satisfaction.

SIGNIFICANT EXPERIENCE:

RPM Consultants (2023 – Present)

Program Director - RPM Consultants Greenville. SC (2023 – Present)

As Program Director for RPM Consultants Project Management Office, my experience includes the following: Project Controls Setup, Estimating, Schedule Development, Cost and Budget Development, EVMS, Risk Register Development, Procedure Development, Auditing, and Proposal/Business Development.

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ENERGY SOLUTIONS (2019 – 2023)

Director of Business Operations – Energy Solution Charlotte, NC (2019 – 2023)

As Director of Business Operations, I was responsible for the execution of all functions related to Project Management Office (PMP) and all Projects setup and support.

My Team was responsible for Project Controls, EVMS, Procurement, Subcontracts, Procedure Development, IT, Project Setup, Auditing, Estimating, Proposals/Business Development support and Monthly Executive Reporting.

FLUOR (1985 - 2019)

Project Controls and Estimating Functional Leader – Fluor Government Group (2018- 2019)

Functional Leader of Project Controls for the Fluor Government Group and Cost Center Manager. The department consisted of 50 Project Controls and 26 estimators. Responsible for ensuring that the Project Controls organization within the Business Unit has sufficient resources, training, tools, and management support to execute projects consistent with established practices and the OSR. Responsible for Project Controls and estimating staffing and recruiting, personnel development, performance evaluations, proposals reviews, development of Government group’s specific practices and standards, project compliance auditing, Controls related initiatives, and setting the direction for the Controls organization. Serve as the Project Controls Subject Matter Expert of the Fluor Government Knowledge Community and Project Control Community and a member of the Fluor Project Controls and estimating Development Forum.

Project Controls and Estimating Functional Leader – Nuclear Power Group (2012- 2018)

Functional Leader of Project Controls for the Nuclear Power SBU and Cost Center Manager. The department consisted of ~100 salaried employees. Responsible for ensuring that the Project Controls organization within the SBU has sufficient resources, training, tools, and management support to execute projects consistent with established practices and the OSR. Responsible for Project Controls staffing and recruiting, personnel development, performance evaluations, proposals reviews, development of Power specific practices and standards, project compliance auditing, Controls related initiatives, and setting the direction for the Controls organization. Serve as the Project Controls Subject Matter Expert of the Fluor Power Knowledge Community and Project Control Community and a member of the Fluor Project Controls Development Forum.

Business Manager for North Anna Unit 3 Nuclear Project (Dominion Utilities) – North Anna, Virginia (2011-2012)

Directly responsible for all business functions including Procurement, Contracts, Project Controls, Estimating and PBS for a 9-billion-dollar Engineering, Procurement, Construction, and Commissioning nuclear power project in North Anna, Virginia. This included all aspects of prime contract management including sales tax, pollution control bonds, asset allocation, incentive plan administration, people development, and significant client interface.

Business Manager for NuScale Small Modular Reactor (SMR) – Greenville, SC (2011-2012)

Directly responsible for all business functions including Procurement, Contracts, Project Controls, Estimating and PBS for the NuScale project. This included all aspects of prime contract management including sales tax, pollution control bonds, asset allocation, incentive plan administration, people development, and significant client interface.

Project Controls Manager – South Texas Nuclear Project Unit (ERG Utilities) – Bay City, Texas (2006-2010)

Project Controls and Services Manager for the EPC of two new build Advanced Boiling Water Reactors for South Texas Project Units 3 & 4 located in Bay City, Texas. Responsible for construction and commissioning/validation which include but not limited to the set-up and execution of project control functions (cost, schedule, estimating and progress management) and management of staff. Set-up and maintain the Services functions (general conditions, HR, and IT management) and management of staff. Interface with client management on project status, forecasts, and issues resolution. Interface and manage teaming partner’s production of required cost and schedule information.

Closure Planning and Integration Manager for the Fernald Environmental Management Project (Department of Energy) – Cincinnati, Ohio (2000-2006)

Manage project integration and control processes for the $325M/year Fernald Closure Project, with $4.3B life cycle costs. As functional manager responsible for project controls procedures, systems, and their integration into site systems. Managed 65 project controls professionals organized into a central site data management and reporting function and project control teams supporting field managers.

Include management overseeing contract funds management, estimating, cost and schedule baseline development, change management, internal and external reporting, software development and implementation, and procedure development and training to meet DOE requirements and industry standards.

Relevant highlights are included.

Co-Chair (with Fernald Closure Project Director) biweekly War Room sessions. During sessions, facilitate decisions on priority shifts and corrective actions, and track project managers’ performance.

Established an Earned Value Management System that managers use to reallocate resources to achieve baseline goals.

Refined the Manpower Planning System to integrate Fernald’s changing skills mix needs as each cleanup project nears closure.

Developed process improvement partnerships with the customer to continually re-engineer contractual project requirements, reducing project control cost by 40 percent.

Project Controls and Estimating Manager for the Fernald Environmental Management Project (Department of Energy) – Cincinnati, Ohio (1993-2000)

Implemented planning, cost, and schedule system and associated documentation meeting DOE specifications 4700.1 and 4700.5 led a team of 50 people to establish Fernald’s Baseline Management Software System, a check-and-balance tool that generates client cost and schedule reports from multiple databases resulting in real-time information accessible electronically to the entire site.

Department Manager for Project Controls, Multi projects Group; Greenville, South Carolina (1990-1993)

Responsible for all aspects of the Project Controls and Estimating function for the Multi Projects group under the central engineering department. This included management of 30+ Project Controls personnel at various home office and field locations.

Project Controls Manager for the Petrochemical and Fibers Facility (DuPont)

Wilmington, NC (1988 - 1990)

Project Controls Manger, responsible for the Construction Project Controls Program consisting of the organization and execution of all Estimating, Planning and Scheduling, and Cost Control function required to assist and advise the Project Management in making effective decisions.

Project Controls Manager for the Fibers Facility (DuPont) Seaford, DE (1986-1988)

Project Controls Manger, responsible for the Construction Project Controls Program consisting of the organization and execution of all Estimating, Planning and Scheduling, and Cost Control function required to assist and advise the Project Management in making effective decisions.

Project Controls, Paper Mill (Hammermill Paper) Selma, AL (1985-1986)

Project controls team leader responsible for scheduling, cost, and estimating for the design of the papermaking portion of this project. Responsibilities also included providing project controls support to the client for total appropriation management.

DAVIS ELECTRICAL CONSTRUCTORS (1979 – 1985)

Project Controls, Hydro-Electric Power Project (VEPCO) Bath County, VA (1984-1985)

Controls engineer responsible for overall management for planning/scheduling, cost control, and procurement administrative support functioning as an owner's representative. Coordinate the reporting and consolidation of all cost and schedule data from five locations. Assisted in the development of the project's funding and procurement strategy. Developed, implemented, and maintained a cost trending program. Prepared monthly client financial and cost summaries.

Project Controls, Paper Mill Project (Union Camp) Eastover, SC (1983-1984)

Overall management responsibilities included planning/scheduling, cost, accounting, payroll, and personnel. Drafted and reviewed bid and contract schedule/cost information. Coordinated and monitored field activities and guaranteed timely and cost-effective completion of project. Provided status of the controls and administration effort at monthly client management meetings.

Project Controls, Aluminum Rolling Mill (Anaconda Aluminum) Russellville, KY (1981-1983)

Reporting to the Project Controls Manager, responsible for all cost management requirements of the construction project. Performed technical and administrative management of the cost engineering department. Delivered routine weekly and monthly reports for self perform labor, direct field materials, subcontracts, and indirect cost. Delivered routine weekly and monthly earned value progress and performance reports. Prepared the cost section of the monthly progress report.

Project Controls, Nuclear Power Plant Steam Generator Replacement Project (VEPCO) Surry, VA (1979-1981)

Provided support as required to the Lead Cost Engineer. Cost coded timesheets for labor cost distribution and walked the field to clear discrepancies with foremen and superintendents. Cost coded material and subcontract requisitions. Reconciled labor, material, and subcontract cost to payroll, accounting, and procurement records. Maintained files of timecards, purchase orders and subcontracts. Provided assistance as needed to the Payroll, Accounting, Procurement, and HR departments.

Training:

Acumen Fuse Risk Management

Excellent in Execution

Drug Free Workplace

Control Account Manager

Kepner Tregoe

Safety leadership

Industrial Relations

Effective Speaking

Fluor’s Excellence in Execution Management Training

COBRA

RIB Estimating Training

PMI, Introduction to Earned Value Management Systems

Micro Frame Technologies Systems Administrator Training

Publications:

“Fernald – Developing and Executing an Accelerated Closure Plan”, ICEM Glasgow, Scotland – September 6, 2005

“Fluor Fernald – Project Controls Process”, Waste Management - March 2, 2006

“Using Oracle’s Primavera Risk Analysis throughout the Nuclear Build Lifecycle”, American Nuclear Society – November 17, 2009

Professional Associations:

American Association of Cost Engineers International

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