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Power Engineer

Edmonton, AB, Canada
March 18, 2020

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David C. Perry

Edmonton, Alberta, Canada



To Whom it may concern;

Please accept my resume’ in consideration the operations opportunity. I am seriously interested. I possess all the skills, experience and qualifications you may require including a Second Class Power Engineering ticket. I am open to occupying an entry level position and taking on more challenging roles as they may present themselves. I seek permanent, long term employment. I have another ten years of work life to go.

I am capable of learning anything quickly as I have had many different roles during my career. I have worked in gas plants, a refinery {for seven years, FIFO} and have almost nineteen years of experience in Heavy Oil Operations: Shift Engineer, utilities Operations, Unit Operator and Control Room Operator.

Please view my resume for more details.

Should you find my background valuable to your organization, please notify me at your convenience. If you prefer more detail, I will supply.

Thank you.

Respectfully yours,

David C. Perry

David C. Perry Edmonton, AB.

Cell: 780-***-****




To maintain a permanent and challenging position within the oil & gas industry, so I may continue to be productive, dedicate myself to bringing superior benefit to others as well as continue to develop my skills. I am motivated. Available immediately.


Province of Nova Scotia Grade Twelve Matriculation

Tickets: { All are inter provincial tickets }

1990 Second Class Power Engineer Technologist Certificate, Northwest Territories Transitioned to an Alberta Ticket

1986 Third Class Power Engineer Technologist Certificate, Alberta

1986 Gas Plant Operations Level 1 Certificate P.I.T.S.

1983 Fourth Class Power Engineer Technologist Certificate, Alberta


•Emergency response

•Honeywell TDC 3000 computer training

•Analytical Troubleshooting

•Problem Solving & Troubleshooting

•Transportation of Dangerous Goods

•Chlorine Handling and Emergency

•CPR / Basic First Aid

•How to Teach a Job

•Meter Proving

•Worker Assessor



•H2S Alive


•SCBA, Vessel Entry and Rescue Measures

•Microsoft Excel & Word

•Communications Workshop

•Supervisor leadership I & II

•I.C.I.S. for super users

•Skid Steer and Man Lift training

•Area Authority training

•Work Management

•Confined space rescue

Highlights and Qualifications

Clearly demonstrated, progressive experience. Had been in a Shift Engineer and Control Room operator role for over twenty years. Have operated a first class, heavy oil, commercial production facility, a first class utilities section and refinery as well as two separate conventional oil and gas recycling plants with Imperial Oil. Skilled in optimizing plant operations and related resources.

Experienced from the well head to refining and distribution, embracing all points in-between including, thermal recovery and SAGD operations, construction supervision, Honeywell and Foxbouro digital control panel systems, control room operation, shift engineer, power generation, fire tube and water tube steam generators from standard steam drum types to large furnace types, single and multi-pass once through types, all approximately 11,498 m3/day steam @ 13.5 MPa., gas and water injection, pipeline quality control, conventional and heavy crude oil processing, Hot Lime softening produced water and fresh water treatment to B.F.W. quality with WAC and SAC resin polishing, fractionation/distillation, Merox, Olefinic compounds Hydro-Treating, Cryogenic hydrocarbon liquids extraction, gas dehydration, and gas sweetening, multi-stage compression, refining raw crude into finished product, trucking and marine distribution. Familiar with environmental requirements for venting, flaring and spill reporting, SAP, Microsoft Word and Excel, electronic maintenance requesting and permitting.

Safety oriented and a strong team player, thriving in the team-based environment I enjoy devising innovative and practical solutions to operation problems. Always open to new ideas for improvements. A high degree of ownership, commitment, technical knowledge and background in plant operations, as witnessed by troubleshooting and the implementation of design modifications to new and existing equipment.

Accustomed to living in camps, and conditions varying from 24 hour darkness/daylight to temperatures ranging from -72C to +52C.

Work Experience:

Devon Energy, Jackfish 3 SAGD project, Conklin area, Alberta, March 2017 to January 2019: Employee Status, Production Operator in water plant and well pads. Well pair, vessel, tank, centrifuge, 1000m3/Hr Hot Lime Softener, W.A.C., Hi & Lo Pressure injection well pumps, (progressive cavity, centrifugal & PD) LOTO/De-LOTO, Equipment maintenance requests, start-ups and shut downs, routine equipment monitoring. Plant shut down, vessel entry and final inspections prior to vessel and tank closures during plant shutdowns and routine operations. Contractor permitting, offloading of acid and caustic, lime, MagOx & other chemicals, troubleshooting, water tests, operations signoff of small engineering projects. Modifications to P&IDs and procedures.

Pembina Pipelines Jan. 2017 March 2017

Contract status. Great place with awesome people and technology but then I got the call from Devon offering more of everything I had been looking for the last two years of unemployment including full time status.

June 1984 to July 2014. Thirty years with Imperial Oil.

Imperial Oil Resources Ltd. Leming Plant, Cold Lake, Alberta {Relocated from Norman Wells as they were transitioning to a live in scenario}

As of July 2014 I have over 30 years with Imperial Oil.

Shift Engineer & Control Room Operator and five and a half years as a unit operator. Utilized Honeywell DCS, directing the operation of a first class steam plant {ten once through 11,498 m3/day steam @ 13.5 MPa. steam generators, one 8 MPa utility steam generator}, Four 14 stage horizontal centrifugal HP BFW pumps, one vertical 21 stage centrifugal HP BFW pump, ten centrifugal BFW booster pumps, one deaerator, three heavy oil production inlet streams one was separate FWKO vessel and a separate treater vessel the other two had vertical inlet gas separators that flowed into downstream vessels with integrated FWKO and treater sections, induced gas floatation de-oiling, Hot Lime softener for BFW, 2 WACs and 5 sets of primary and secondary SAC softening, two lagoons with submersible pumps for level control and transfer, two interstitial pumps, tank farm with diluent, DilBit, treating, storage, produced water skimming, dirty water disposal, and shipping tanks, three produced water inter-district vertical centrifugal transfer pumps, three STVR vapour recovery compressors with a vertical and horizontal knock out vessels, Boot and boot compressor, coordination of pipeline shipping of DilBit, steam to field, produced water disposal, fresh water pump station (eight centrifugal pumps) filters and deaerator remote control and distribution for all four commercial plants in the district for BFW, cooling and fire water requirements for district, diluent pump station operation for inter plant distribution, production start-ups, plant start-ups and shutdowns of the commercial production/thermal injection facility called Leming Plant. Sign off of operator training, unit operator LOTOs, and work permits. Relay field alarms to field night shift. Respond to all emergencies and perform first calls. Familiar with environmental requirements for venting, flaring and spill reporting, SAP, Microsoft Word and Excel, electronic maintenance requesting and permitting. Training, mentoring and assessing the new folks coming into the business in different units throughout the plant. It was a fulfilling experience and now it`s time to advance in my career with a new employer. Control room and hands on experience in total plant operation (steam, utilities, process and water reuse units). Any career advancements beyond control room and shift engineer were not available to me as they required me to live in Cold Lake which was not an option due to family needs back in Edmonton where I live and commuting was the only practical solution.

Imperial Oil Resources Ltd. Norman Wells Refinery, Norman Wells N.W.T.

{Relocated to N.W.T. to pursue career interests. This was the best time of my career}

Rotation shift 14 & 14, fly in fly out basis while living in Edmonton.

Control Room Operator on Foxbouro DCS and Shift Engineer with hands on and supervisory experience in co-managing refinery with main crude fractionator, vapour base stabilizer tower with reboiler, light ends recovery unit, diesel Merox unit, turbo jet B fuel production, associated steam and electric driven pumps for the crude process unit, river water cooling pumps, directly fired furnace and de-salter. Care of domestic water supply chlorination for district and town. First Class steam/utility plant with three duel fuel fire tube boilers and two SACs, deaerator, two steam turbine driven centrifugal BFW pumps, standby Caterpillar gen-set with switch gear, Tank Farm, computerized pipeline system, contractor manned Marine, Shipping, Trucking and Barreling facilities. Interface with Laboratory, Engineering, Marketing, and Marine entities to insure product specification and process volume targets.

ESSO Resources Ltd., Golden Spike, Alberta {Relocated to fill manpower needs}

Shared responsibility of sweet and sour field gate inlet, three multi-stage compressor stations, 4900 KW power house, N.G.L. Truck loading facility, 63 well oil and gas production field, flowing and well on pump jack, water and gas re-injection storage reservoir, as well as a T.E.G. Dehydration unit.

ESSO Resources Ltd., Leduc Gas Conservation Plant, Devon, Alberta:

Shared responsibility for operation of field gate and processing facilities of a 800 X 103 M3 per day gas plant including a First Class power house, two D type boilers @ 1100 KPa, two dry gas injection compressor stations and two solutions gas, both multi-stage, reciprocating compressor stations totaling 11,800 H.P., a 600 H.P. Cryogenic unit with 4 multi-stage reciprocating compressors, a T.E.G. Dehydration unit (106 m3/day capacity), two condensate fractionation units with de-butanizer, de-propanizer and de-ethinizer (200 m3/day each), de-ethanization unit, salt bath heater and towers, Propane, butane, pentane, conventional crude storage and shipping, facilities, M.E.A. Sour Gas plant, cold lime flocculation water treatment plant, three multi-cell cooling tower systems and an oil reclamation facility.

References supplied upon request.


Accomplishments and Contributions (David Perry)

This has everything to do with doing what I can to protect myself, my team mates and my employer’s best financial interests. All items have been achieved through varying levels of collaboration with fellow operators, professional engineers and management.

Quick to troubleshoot and respond:

ONE: Leming Plant (Superintendent, Peter Boot): Noticed a worsening trend of product quality over a three month period that was causing us to loose production and push the plant closer to a point of inlet production shut down. We had the largest volume of off-spec oil inventory I had seen in the time I had worked at this plant (13 years at the time). We were running out of storage capacity.

Conferred with field Ops and supervisors in the production department about recent changes made in field production volumes and equipment not communicated to the plant as to their possible affects to plant performance. Had further discussions with one of our plant Ops that had been a chemical rep in heavy oil to gain insight into the changes into these field changes and it’s possible impact on plant operation and chemical options. Confirmed her opinions with our current chemical treatment rep and had him run tests on our slop oil, vessel interface rage layers and our skim tank for verification of chemical performance. Determined a slip stream of reverse demulsifier would be appropriate to eliminate our oil processing issues.

Identified the existing inlet production injection points and out of service injection pumps available to run a small pilot test project. Presented the findings and a plan to my superintendent. He performed his due diligence to justify the expenses for a temporary setup.

The pilot project proved to be a game changer and so funds were approved for a permanent installation.

TWO: Leming Plant (Superintendent, Peter Boot): Arrived for morning shift change and briefing during the winter months. The four guys on nights reported the Ruff Necks were blowing cold air and all process buildings were cold. “You can see your breath.”, they said. They read the signs but missed the opportunity to properly interpret them, probably because nothing like this had ever happened at our plant.

Without delay I fully realising the significance of this at -20 ºC, quickly suited up, grabbed a day time team member and took immediate action.

Confirmed temperature issues with the team member in all process buildings.

Informed shift engineer.

Put steam condensate to floor drains in the buildings to alleviate back pressure on steam condensate system and to bring LP steam into buildings and outside steam tracers and minimize damage.

Conferred with other operators about other work that had been done in their areas of responsibility the day before and the specifics. From that, determined there may have been something missed. Verified valve positions and determined no blinds were left in place on 4” condensate piping system that flowed to HLS. From the outside everything looked appropriate but the symptoms suggested otherwise.

Radioed Mike in the steam plant to swing steam condensate to alternative route to BFW tank receiver pump out tank. Immediately saw and heard the change as steam traps clicked and low level water hammer occurred suggesting steam and condensate were now moving.

Reported findings to shift engineer and plant foreman. After discussions with contract group that had worked on the condensate system the previous day, it was decided they open up the system they had worked on. They found they had left an inflatable plug in the 4” line from when they had welded on new flanges on the condensate return system.

All insulators, steam tracer and scaffolding personnel from the Cold Lake district converged on our plant for 6 weeks, to minimized the freeze damage. Other contractors were flown in from Fort McMurray and as far south as Red Dear to help us with damage control. We had an army of people out there for 6 weeks.

This could have been much worse if my team members and I had not responded as quickly as we did. It was a $250K bill for that one.

THREE (a): Leming Plant: Arrived for a set of 5 night shifts. During briefing we were told they had jelled off in the areal gas cooler a couple of days earlier and had freed it up with steam and diluent but still had a large DP across the exchanger and were flaring. They also had gas & oil production cut back from the field to accommodate in order to minimize flaring that had resulted.

During my days off there was -30 weather.

Ruff Neck heating in the building containing the two gas separation inlet vessels that flowed to the areal cooler had been downgraded in the building. The building was very cold.

Trends that normally showed dramatic level swings for the two phase inlet vessels were drawing straight lines.

Tyler Higgins and I wrapped inlet vessel nozzles that had DP cells bolted to them with steam hoses and insulation. Turned on the steam.

Also rigged in some portable steam Ruff Necks to limit further cold weather issues.

Wrote up incident report and supporting long term repair remedies.

By the end of the 12 hour shift:

Level control came alive.

Trends returned to normal.

DP across areal gas cooler returned to normal.

They were in position to have the field increase production rates through the morning.

THREE (b): Leming Plant: Came back from vacation. Situation was plant had been flaring for a week and areal gas cooler was again partly plugged off. The result was:

Plant production was cut back due to the flaring.

Plant was not optimized that week.

Performed trouble shooting and found set points on two inlet, two phase inlet separation vessels had been increased beyond what the vessels could effectively deal with and so there was carryover to the gas cooler causing an accumulation of bitumen in the exchanger and thus the plugging.

Restored appropriate set points. By the next day flaring had stopped, the high DP across the exchanger had disappeared and we were ramping up production to optimize plant.

Addressing long ignored efficiency issues:

FOUR: At the request of superintendent, developed at crew level: [Demonstrated leadership qualities] Instrumental in promoting and instituting control room backups for each of the four crews. We needed greater flexibility with future plans of going to skeletal crews.

FIVE: Developed at a crew level: [Demonstrated leadership qualities] Instrumental in promoting and instituting relief swing operator for A/B crews and C/D crews. Created more flexibility for vacation relief, T.O.I.L.'s (Time off in lieu of), sick leave, etc. as well as lessened stress factor for relief operator. Later on this made staff reductions more workable both from time management aspect and from operations acceptance point of view.

SIX: Demonstrated leadership qualities and tact by gaining 93% participation of operations personnel and gaining support from management for the purchase of onsite fitness equipment.

SEVEN: Made initial suggestion to develop a financially coordinated and more economic means of dealing with high concentration Calcium Chloride fluids between the field and plant with emphasis on practical automation and utilization of existing equipment on site at the Leming plant.

Continuously pressing forward:

EIGHT: Early 1999, embarked on self directed "Imperial Oil Capability Development" programs with main focus on couching and counselling others as well as being a better supervisor.

NINE: Developed thought process around inlet emulsion issues that contributed to many a process upset, excursions, water reuse contaminations, shutdowns and costly maintenance. Field had drilled and were producing SAGD well pairs without informing the plant. No provisions were made for appropriate chemical treatment for the type of emulsion. After many discussions with field personnel, chemical treatment representatives and my plant superintendent negotiating with field management etc. we built a temporary reverse emulsifier injection station at our plant inlet. This solved most issues.

Not willing to live with unacceptable risk:

TEN: Initiated asbestos abatement program at the Norman Wells Refinery and was fortunate enough to manage the program.

ELEVEN: Initiated and worked with engineering to upgrade piping supports to eliminate discharge piping movement from fractionator bottoms, steam driven, steam driven duplex pump. If left unchecked it was possible for the pipe movement to fatigue the pipe or nozzle enough to create a failure and fire.

TWELVE: Submitted numerous HID's and Near Miss Reports, and compelled others to do the same on steam generator Boiler-109 to promote work on the local control panel for resolution of long term problems.

This generator had a personality of it's own which included shutting down without alarming and eventually cooling off to the point where it would flow 66 m3/Hr. of BFW @ 100 degree into a 330 degree, 13 MPa steam header. Other times it would shut down, alarm and commence its own restart sequence without a post or pre purge. The scariest aspect of this part was that once it did actually get to the point of a light off with the superficial 100% open. Ya, there was a boom. Fortunately, it was not significant enough to cause damage.

After much documentation and lengthy discussion it was shut down and the control local control panel was torn apart for proper repairs.

This was one of many things that justified changeover of the control system from local analog to remote digital Honeywell control.

THRITEEN: While at Golden Spike Gas Plant - Justifying and securing conversion of jacket water corrosion protection over from a highly toxic Chromate anti-corrosion chemical to a less dangerous Molybdate anti-corrosion chemical. Remember Arin Brockovich, the ground water contamination, medical issues and deaths it caused along with the $333 million class action settlement in California?

FOURTEEN: Initiated dead leg log book to be addressed during plant shut down. We had a few incidences over the years with dead legs freezing and then rupturing, causing uncontrolled releases. I coordinated with plant superintendent and operations specialist to focus energy around operations personnel identifying and logging dead legs in a separate log book placed in the operations room. This was talked about during morning meetings and safety meetings to develop awareness and participation.

We also put every item on a maintenance “to do list” for the planners to schedule for turnarounds.

Proceeding with an inquiring mind with improved operator safety as the goal:

FIFTEEN: Developed initiative to install fume hoods in the Steam plant and Water reuse labs. Determined the need when investigating a chemical used in large quantities in lab analysis for years, manufactured on site at our main lab. Main lab never supplied a MSDS. This chemical was found to be a neurotoxon. Submitted HID on long term health risks after I had done the research and acquiring a MSDS on the chemicals that were used in it's creation.

Passing on skills and limiting risk factors:

SIXTEEN: Initiated & involved summer student: Prepared a manual complete with colour diagrams of flame patterns, setup and adjustment for linkage, atomizing steam pressure regulators and oil pressure regulators for firing boilers on heavy fuel oil and fuel gas. Labeled many items on boilers for quick reference as well as colour coded all associated piping. This limited problems that had been a long-term curse AND HAD CONTRIBUTED TO MANY AN INCIDENT. This also allowed new comers to the boiler house to gain a rapid confidence and competence in operating the boilers that generally took years to acquire.

Recognizing the training gaps, the associated equipment damage and other hazards for our dual fuel boilers, so developed a training book with step by step instructions and illustrations for firing on both sweet gas as well as steam atomized bunker “C”. Most information was from manufacturer’s manuals with missing pages, that were not user friendly.

Passing on the knowledge:

SEVENTEEN: Self-initiated: Refinery steam tracing system and associated traps were not piped and organized in an operator friendly fashion. Freeze ups were a frequent problem and part of it boiled down to the non-availability of easily understood, easily reference information being at operator fingertips. Developed a binder with three dimensional drawings for the purpose of finding, monitoring and maintaining steam traps for the steam plant steam tracing system to prevent freeze ups.

Light ends recovery unit upgrades.

EIGHTEEN: Self-initiated & collaborated with engineering: Reversed operation of level control valve and backpressure control valve to bring about more effective operation of Light Ends Recovery Unit. The fix was to have the BPCV upstream of the LCV. Also redirected the LCV flow from the discharge pump suction back into the vessel so it flowed through the cooling exchanger so it didn’t over heat and vapour lock the discharge pump.

These modifications radically reduced down time, safety and environmental issues.

Developed proposal for proper drainage of hydrocarbons from float chambers to flare system to eliminate operational, environmental and safety concerns. This providing greater ease of operation in the elimination of precipitates in float chambers and associated piping on light ends recovery unit and fuel gas knock out systems. Managed to have piping modifications implemented on the fly with no down time.

NINETEEN: The plant had limitations on SO2 emissions. As time went on it became more of an issue. The solution was for the plant to ask the field to cut back on gas production to the plant in order to keep under our maximum allowable. It worked but it was random selection and not done in a way that optimized field production or plant throughput. After quiz the field Operators and foreman there was no determination as to what wells had High H2S in order to prioritize shut ins to mitigate an SO2 excursion by the plant. So I made the suggestion to my superintendent (Peter Boot) and field personnel to perform gas sampling to prioritize gas shut ins in order to optimize field production and plant throughput. I was told it was followed up on.

Demonstrated Commitment:

January 1990 to February 1990

Took seven weeks of vacation and traveled to Nova Scotia where I wrote off the remaining two papers on the A part of the second class steam ticket, then attended N.S.C.C. for six weeks and wrote off the B part of the second class steam ticket. My highest mark on the provincial exams was 98%, my lowest was 75%.

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