Alan H. Yarosh, P.E.

Mobile 484-***-****, Email ad2lxk@r.postjobfree.com

PROFILE

Results driven leader with experience in the management of major facility projects, construction, maintenance, reliability, and engineering organizations including experience in construction business development, operations management, management of major projects, capital project programs, leadership of multi-site project teams, management of organizations, business process improvement leadership, engineering and construction contracting, leadership of strategic planning, with local and national experience.

Areas of expertise include leading project management, complex maintenance organizations, construction management and management of engineering organizations, optimization of construction organizations, development of companywide best practices, benchmarking, KPI’s, construction project management for large projects peaking at 2000 craft per day. Excellent contract negotiating skills. Known for leadership, decision making, strategic and innovative approaches, people management, and a positive “can do” attitude.

PROFESSIONAL EXPERIENCE

General Dynamics – Bath Iron Works Site – Bath, ME Director, Facility Strategic Planning, Project Management & Construction Management Leadership and management of Facility Strategic Planning and successful completion of an $80MM capital slate of projects at the 6,000 employee General Dynamics, Bath Iron Works Site. Responsible for engineering, design, planning, contracting, hiring, budgeting, scope development, contractor management including leadership of contractor safety, KPI’s, cost management, forecasting, procedures, schedule management, and strategic planning within the Facility Department. Primary Responsibilities:

• Leadership of Strategic Facility Plan, for maintaining and improving all site assets to support the business objectives

• Project Management of $80MM slate of capital projects annually

• Develop and justify scope of work for all projects, including evaluation of alternatives

• Manage safety, schedule quality and cost for all projects

• Manage all on site contractors in the performance of construction work for capital projects

• Develop a 5-year capital plan across all departments within the site

• Identify and improve existing work processes

• Hiring, training and development of employees

• Establish organization to meet the department objectives, including a significant increase in projects

• Manage high priority work to support business objectives

• Develop proactive plan to manage condition assessment data across the site

• Develop and manage KPI’s

• Implement safety improvement initiatives

Limetree Bay Energy – St Croix, USVI

VP, Facility Maintenance, Project Management & Construction Management Develop and implement strategy for annual $100MM maintenance, projects & construction department ~ 600 persons. Hiring and management of the department, including managers, supervisors, and craft. Provide Maintenance department leadership, including procedure development, KPI’s, including HSE,

$100MM budget development, budget compliance, reliability, and personnel development. Responsibility for Running Maintenance, Contractor Services, Planning & Scheduling, Construction Projects, Turnarounds, including work of the millwrights, instrument techs, electricians, boilermakers, pipefitters operating engineers, carpenters, laborers, and garage. Includes buildings, grounds, and all infrastructure on site.

Primary Responsibilities:

• All day-to-day facility maintenance, projects, and construction

• Establish maintenance workflow, and maintenance procedures

• Establish performance monitoring including KPI’s

• Coach, mentor, and establish expectations for all employees and contractors

• Serve on the senior management team and participates in major decisions, including business planning, mission, and vision planning

• Develop resource plan (manpower, operating expenses, capital plan, etc.) for facility maintenance and reliability

• Direct the activities of direct reports and subordinates, providing mentorship in the implementation of Industry Best Practices, conflict resolution, teamwork, and self-directed teams

• Develop and analyze budget trends for the current year and manage deviations

• Manage planned and unplanned outage events (turnarounds)

• Develop and maintain short and long-range capital expenditure plan

• Develop yearly budget $100MM including projects, construction, turnarounds, maintenance.

• Maintain staffing and training of personnel

• Develop yearly department goals consistent within overall facility goals PBF Energy Inc. – Toledo, Ohio

Facility Maintenance, Construction, Turnaround & Reliability Manager Lead and manage the Facility Maintenance, Construction and Turnaround department personnel in the operation of the refinery, achieving goals in the areas of HSE, budget compliance, reliability, optimization, and personnel development. Responsibility for 500-person organization with $100MM annual budget. Primary Responsibilities:

• Provide functional leadership for all maintenance activities in the refinery to ensure that the facilities are kept in a safe and reliable condition within a competitive cost structure

• Administer company policy within the department. Ensure refinery administrative procedures, discipline, safety policies, management practices and labor contracts are administered consistently and fairly

• Develop, direct, and establish a safety program and safety practices in department. Constantly strive to prevent accidents and to provide a safe, healthy work environment

• Direct the activity of the resident contractor personnel and all other contractors performing maintenance work in the refinery. Ensure that these contractors adhere to acceptable standards of safety, workmanship, housekeeping, government regulations, conduct and productivity

• Evaluate refinery practices to assess if critical PSM equipment/system repair work is being conducted in a safe and consistent manner. Lead efforts for Mechanical Integrity for PSM

• Maintain and improve the performance of department personnel. This includes organizational changes to meet changing needs, hiring of new personnel, and administering personnel performance improvement program that includes goal setting, performance evaluations, and counseling to achieve high standards of performance

• Develop and implement personnel training programs to maintain and improve skills and to keep personnel up to date on the latest maintenance, reliability, mechanical integrity, and inspection techniques

• Manage outside companies for specialty work and expertise not available within the company

• Directly work with the Refinery Leadership Team to develop and control the overall facility budget for production, capital, and expense

• Develop the department expense budget and continuously monitor these costs to anticipate and control variances

• Provide technical counsel to optimize on-stream factors/reliability and reduce refinery expense by recommending equipment modifications and improvement

• Key input to refinery turnaround strategy and planning. Direct the management of plant turnarounds. Responsible for safe execution, on time and within the established budget

• Key member of the Refinery Manager’s staff, participate in the development of refinery management philosophy as well as support and implement management policies and practices

• Manage and direct the efficient operation of the following groups: E&I, Planning & Scheduling,Area Execution, Rotating Equipment, Turnaround, and Purchasing

• Train and develop both hourly and salaried subordinates to ensure a capable, professional workforce

• Maintain a professional relationship with the union hourly workforce.

• Provide stewardship for plant integrity programs, policies, procedures to satisfy governmental statues and regulations; assure compliance with these programs

• Initiate studies and programs to determine and improve the efficiency and effectiveness of maintenance procedures, policies, and practices

• Maintain a close relationship with local and national building trades’ policies and agreements Middough, Inc. Engineering & Project Management

Vice President and General Manager of Regional Office Fully responsible for management, technical and operational leadership, and business development for the East Coast office of Middough. Office disciplines include architectural, structural, mechanical, process, piping, electrical, instrument & control, project control, designers, engineers, and project managers.

• Responsible for sales, business development, pricing, strategic and tactical management of clients, project technical staff, and project management

• Accountable for development of a culture to support safety, quality, and operational goals

• Development of annual plans and capture of business objectives

• Leads and manage staffing, training, resource allocation and project delivery

• Responsible for engineering delivery of all disciplines including, architectural, civil/structural, process, mechanical, piping, electrical, instrument and controls

• Responsible for delivery of project management services

• Responsible for business development and sales into the chemical, refining, industrial gas, manufacturing,food & consumer, pipeline & terminal industries. Nooter Construction Company – National Industrial Construction Vice President of Construction - $150MM of annual direct hire construction services Responsible for industrial construction services in PA, NJ, and DE. Average daily manpower – 500+ total craft, supervision, and staff.

• Responsible for execution of Construction Contracts Firm Price, Fixed Fee and T&M.

• Responsible for all phases of job execution including job profitability, safety, quality, schedule, customer satisfaction, and overhead management

• Responsible for staffing the department including hiring, training, and personnel development

• Responsible for budgeting, forecasting, and strategic business initiatives Director of National Business Development and Marketing

• Responsible for national business development and marketing

• Identified and secured major construction contracts across the US

• Developed rolling 3-year plan for creation of new business

• Responsible for development and implementation of company key strategic initiatives

• Leader of organizational staffing team including hiring, training, and retention

• Responsible for multi-year project planning and job capture strategies

• Primary company interface with national industry executive level clients

• Leader at national conferences, including NPRA, CURT, WSPA, ECC, Power Gen Sunoco – Refining and Logistics - Pipeline and Terminals Director Engineering, Capital Projects, and Construction Managed Project/Construction and Engineering organization. Key responsibilities included understanding technical objectives and successful completion of annual construction programs. Responsible for setting strategic direction of department and successful completion of annual capital program.

• Developed customer focused capital project work processes; provided timelier and more improved customer input, reduced project changes and enhanced customer satisfaction

• Effectively managed three-fold increase in capital project workload over two-year period, with minimal permanent staff increase and effective utilization of contractor resources

• Achieved more consistent engineering and construction outcomes through development and implementation of a strategic preferred contractor process

• Conceived and led initiative to reduce unacceptable turnover of technical employees through identification and increased emphasis on key elements supporting job satisfaction. Cut turnover by 50% and improved work atmosphere dramatically

• Developed first comprehensive set of engineering standards unique to the organization.

• Defined requirements and worked to develop intranet site utilized to provide organization-wide access to current drawings/standards/procedures. Cut costs and improved communication

• Conceived and lead project to develop new project controls software, focused on improving cost tracking/forecasting, planning and contract/change order management Manager Multi Site Turnarounds, Projects & Mechanical Integrity Organization Directed asset integrity group and developed new turnaround process for the refining sector of the company. Responsible for multi refinery major turnaround strategic planning and execution. Managed expenditures of

$75MM+ annually.

• Site Manager for 1-million-man hour construction project. The project peaked at over 2000 craft/day. Completed on time and on budget

• Developed new unified strategic direction which improved quality of plant turnarounds across company’s five refineries. Included best practices, adoption of “core team” concept, multi-year contracts for service, benchmarking, and common organization for executing projects

• Leader in negotiating multi-year Construction Trades Work Agreement, covering over one million man-hours of annual construction. Reduced cost and obtained work rule improvements

• Led teams in development of multi- location Best Practices, covering safety, planning, contracting, cost control, staffing, logistics, labor relations, inspection, and goals

• Developed risk-based inspection process for prioritizing plant equipment inspections. Cut unnecessary work and reduced cost.

• Developed project goal driven performance based contracting process. Tied contractor profit to preset owner goals.

• Achieved over 50% reduction in safety related incidents through improved training, contractor selection, job evaluations, pre-job safety reviews, target-based incentives, and safety awareness.

• Completed Solomon benchmarking studies and set performance goals.

• Improved successful major project outcomes for five consecutive years Manager of Major Contracts

Responsible for bid strategy, bidding, negotiation, and award of contract services for engineering, construction, and maintenance services

• Developed and implemented volume leveraged contracting process, achieving substantial savings

• Negotiated multi-year on-going services contracts, achieving reduced rates

• Responsible for assuring terms and conditions and insurance requirements of company were set forth in contract

Maintenance Management of Reliability and Capital Projects Managed 60-person organization consisting of engineers, planners, boilermakers, pipe fitters, riggers, carpenters, equipment operators and foreman. Responsible for equipment reliability and capital projects for key units at a large industrial manufacturing facility.

• Implemented new computerized maintenance management system, improving maintenance workflow and work prioritization

• Improved work planning and scheduling, reducing overtime and increasing productivity

• Managed refinery major revamp including all aspects of labor, safety, quality, schedule, cost, inspection, planning, and contracting

Senior Project Engineer

Responsible for reliability and integrity upgrades to plant equipment and management of plant turnarounds for a wide variety of operating units. Work included piping, boilers, heaters, pumps, vessels, towers, cooling towers and heat exchangers.

EDUCATION

BSME, University of Pittsburgh

Mechanical Engineering

MBA courses and related seminars: University of Michigan, University of Pennsylvania Wharton School, University of Delaware, and West Chester University TRAINING

Leadership Training, Management and Supervisory Training, Project Management Training Root Cause Mapping, Negotiations Training, Process Safety Management Sales Training, CRM Training, Project Accounting System Training PROFESSIONAL ENGINEERING

LICENSES

Professional Engineer License in Pennsylvania, New Jersey and Maine

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