Freeport Mcmoran Pretoria

Mensah Frimpong, SSBBP

**** * ******* **, *** ***6, Chandler AZ 85225; Tel: 802-***-**** Email: *******@*****.*** OBJECTIVE

Take energetic approach in helping the organization develop and manage strategy, projects and programs that result in successful, organized, and maintainable compliance with their objectives. This includes project and progress management and governance, business and data analysis, scope and definition documentation. TECHNICAL SKILLS

MS OFFICE SUITE (PIVOT TABLES, V-LOOKUPS), MS VISIO, MICROSOFT PROJECTS, SAP/BUSINESS OBJECT, AGILE, WATERFALL, SDLC & PROJECT MANAGEMENT TOOLS

EXPERIENCE SUMMARY

STRATEGIC, INNOVATIVE, MOTIVATED, UNCONVENTIONAL, DETAIL-ORIENTED AND FORWARD-THINKING SIX SIGMA BLACK BELT PROFESSIONAL (SSBBP), PUBLISHED PROJECT MANAGEMENT AUTHOR, PREVIOUSLY PROJECT MANAGEMENT PROFESSIONAL (PMP), AND RESULTS-ORIENTED PROFESSIONAL WITH INTERNATIONAL EXPERIENCE. COLLABORATIVE PROBLEM SOLVER USING FINANCIAL MODELING, LEAN SIX SIGMA TOOLS, PROJECT MANAGEMENT AND NEGOTIATION STRENGTHS TO TURN AROUND TROUBLED OPERATIONS. EXPERT IN IDENTIFYING ROOT CAUSE OF ISSUES AND TRANSLATING COMPLEX PROCESSES INTO CLEAR, UNDERSTANDABLE AND ACTIONABLE STEPS. ENTHUSIASTIC LEADER WHO CONSISTENTLY MEETS COMMITMENTS WITH INTEGRITY. HIGHLY NUMERATE WITH A SOUND UNDERSTANDING OF WHAT LIES BEHIND NUMBERS AND DRIVES REVENUES AND PROFITABILITY. AREAS OF EXPERTISE

Program/Project management Continuous Improvement Operations Management - Delivery Contract management Stakeholder management Budget Management Strategy & Process Improvement Change Management Risk management/Mitigation RELEVANT PROFESSIONAL EXPERIENCE

Freeport McMoran, Inc. Morenci, AZ, USA June 2012-August 2020 Operations Excellence/Continuous improvement Lead, 3 Years Managed Operational Excellence program (QAQC), optimized existing processes and developed new processes, where necessary, with an explicit objective of reducing streamlining operations, improving productivity and reducing cost. Conducted problem or needs analysis using root cause analysis and other quality management and statistical tools. Translated business requirements and functional specifications into projects and collaboratively partnered with departments to develop solutions that satisfied all key stakeholders, deployed and sustained solution. Standardize dworkflows and best practices to ensure timely and thorough integration of innovative technologies and ideas. Key Accomplishments:

Improved productivity by 27% and cost-saving by 15% within 6 months by conducting study, analyzing data based con organizational performance metrics, recommending, and implementing findings.

Conduct business needs and organizational readiness assessments in relation to change management, planned for change focusing on early wins, implemented roadmap, saved $38.5 M through improvement

Led Kaizen or design thinking workshops gather requirements and to train staff on lean and six sigma tools such as 5S, Value stream mapping, 5-Why, SIPOC, Kanban, GEMBA, PDCA, Takt time, Heijunka, Jikota, Hoshin Kanri

Facilitated Change management and adoption by applying business Process Re-engineering tools, trained staff in new methods, defined and tracked success and adoption metrics and improved productivity by 17%.

Conducted safety audits at all Freeport North and South American operations to document compliance with policies, lessons learned, shared best practices across sites. Wrote and presented technical paper in 2018. Capital Projects Lead, 3 Years

Managed several complex, large and/or cross-functional capital projects by preparing business cases, charters, execution plans, changes, budgeting, documentation, and reporting. Collaborated with departments and cross- functional partners to conceive, define projects deliverables, scope, approach, dependencies, critical path items, managed plans and led matrix teams to deliver in terms of quality, time and cost. Examples of capital projects worked on include Stockpile construction ($220 Million), Haul Truck Procurement ($48 Million/yr), Fuel Doc Construction

($450K), Concrete Tunnel Relocation ($7.2 Million), Pump Station relocation ($8.6 Million), District dewatering ($1.7 Million), Expanding Radio Shop ($2.7 Million), Shovel rebuild program ($18 Million), Dispatch booster construction ($8 Million), Water Truck Procurement ($6 Million), Drill fleet AC System ($1.3 Million), Truck Shop redesign ($5.3 Million). Key Accomplishments:

Gathered business requirements and helped align projects with business strategy and delivered on priorities.

Prepared a business case for capital intensive infrastructure project worth $220 Million, supported the implementation along the Project Life Cycle.

Managed projects valued between $1 to $67 Million and ensured delivery per time, cost, scope expectation

Automated our reporting systems and reducing report preparation time from 3 days to 10 minutes. PROFESSIONAL EXPERIENCE CONTINUED

Mine Cost Analyst, 3 Years

Coordinated mine finances for Capital projects with an annual budget of $550 Million. Prepared quarterly forecast as well as activity-based monthly budgets, tracked expenditures, managed cost through monthly financial reconciliations

(plan Vs actual), managed month-end closures, reporting and analysis, financial summaries, and accrual. Performed financial modeling using tools such as NPV, IRR, DCROR, Payback period, benefit cost analysis, NOPAT etc to justify viability of capital projects. Analyzed and ma nagged project risks using Beta and other quantitative tools. Key Accomplishments:

Prepared annual budgets, analyzed expenditures to find ways to minimize expenses and optimize profits

procured resources and goods, saved company $27 Million through strategic sourcing/procurement in one year

Analyzed journal entries, General ledger, Profit and Loss review and analysis including projects charge out rates, trends, reconcile cost, capital and expense spending and project cash flow forecasting and prepared reports.

Led an audit of FMI Morenci assets in excess of 3,000 assets and valued $2.8 Billion to ensure SOX compliance Lead Safety Coordinator, 1 year

Led ten safety coordinators to coordinate Organizational Health and Safety (OHSAS) activities, implement Safety programs, helped develop area specific safety related documents. Monitored compliance with OHSAS 18001 provisions, organizational policies, SOPs and applicable Federal laws. Reviews statistics related to safety accidents. Key Accomplishments:

Supervised field staff, developed safety communication strategy, reduced OHSAS citation by 7% in one year

Developed systems to track compliance, trained staff, reducing non-conformance by 9%. Program Manager November 2006 - Aug 2010

Aurecon, 3.8 Years

Managed the Enterprise Project Management Division charged with execution of major capital projects. Conceived new projects, recruited and supervised project managers to implement projects. Set up and managed Project Management Information systems through which project documents were kept, configuration and change management implemented and audits conducted. Performed contract administration, project procurement, scheduling, cost, and quality controls to ensure that projects were completed successfully to meet client expectations, financial, quality, and scheduling goals. Key Accomplishments:

Set up a Project Management Office (PMO) by establishing structures, systems, processes, people, managed the office, implemented projects and provided direction to program team. Facilitated weekly project meetings.

Developed metrics (KPIs) to measure performance, monitored progress against set goals, conducted feedback, identified performance gaps, developed measures to remedy gaps. Also, tracked improvement over time.

Managed a competitively won public sector infrastructure program valued at $382 Million and comprising 62 building renovations projects through supervising 4 project managers and 13 contractors.

Managed relationships between Procurement, Engineering, Facilities, safety and all implementing partners to deliver on all capital projects using EPCMV approach including leading the Stage Gate Process Management Consultant (Strategy) Oct 2003 - Oct 2006 MDPS Project Services, Johannesburg, RSA, 3 Years

Set up a limited liability company to perform consultancy services and large scale training in strategy, Project Management, Financial management and People management after publishing a book. Had profit and loss responsibility and ensured organization was profitable.

Led cross-cultural, global collaborative virtual team/effort to evaluate and shape $20 Billion public sector project.

Developed a Change Management model, supported organizational design and change management work, facilitated change adoption and led organizational to move from “As-is” status to “Desired future situation”.

Published a book and trained about 1300 people in strategy, project and financial management over 3 years

Helped set up a World bank funded program in Accra, Ghana by putting infrastructure, systems (finance and administration) and processes in place, trained local staff and occasionally visited program until fully functional. Program Manager Nov 2001 - Sept 2003

Group For Environmental Monitoring, RSA, 3 Years

Facilitated community stakeholder forum and participatory needs assessment and workshop to identify community issues to inform programming. Spearheaded position papers development on sustainability issues, travelled to several countries for preparatory conferences for the 2002 United Nations World Summit on Sustainable Development. Chaired two sessions at WSSD. Monitored emerging trends on sustainability topics, programs and issues and used this inform programming. EDUCATION

Master of Science in Business Management, Nov 2012 - GPA = 3.9/4 - SIT Graduate Institute, Brattleboro, VT, USA Master of Science in Mining Engineering - University of the Witwatersrand, Johannesburg, South Africa Diploma in Project Management - University of the Pretoria, South Africa Postgraduate Diploma in Mining Engineering - University of the Science and Technology, Ghana Bachelor of Science in Mining Engineering - University of the Science and Technology, Ghana PROFESSIONAL CERTIFICATION

Six sigma Black Belt Professional (SSBBP) – MSI#59252045 (Management and Strategy Institute)

PMI Project Management Professional (PMP) – PMI#1847491 (Previously)

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