CHARLES D. “CHUCK” OLIVER

*** ****** **. ******, **. 31320 681-***-**** aduuuf@r.postjobfree.com

Plant Mgr./Maintenance & Planning Mgr.

Continuous Process Improvement / Cost Containment / Labor Management / Turnarounds Operations / Safety / Budgets / Maintenance / Asset Management / Regulatory Compliance / OD

By combining proven operations management skills with bottom-line focus, I have a continuous record of achievements introducing financial and process disciplines into multiple plants. I successfully developed and implemented dynamic programs and systems to create cultures committed to continuous improvement and operational excellence. Further proficiencies include:

Reengineering business practices for greater efficiency and productivity

Cultural Change Leadership for performance, passion, and ownership

Project and Outage Management

Building and Leading teams to meet or exceed goals

Driving positive change throughout an organization Increasing performance, mitigating risk, and increasing labor/management relationships

Talen Energy

June 2021 to Present

●General Plant Manager: Managing Multiple Coal Plants totally 2100 MW of Energy

●Direct all Operations, Maintenance, Compliance, Fuels dept. and Engineering

●Managed all Plant Operational, Safety, Environmental and Routine

●Management of 35-million-dollar O&M budget,

●Supervise staff of 180 employees and 50 contractors daily. Instituted the process improvements to change the business culture to high performance results through employee commitment and accountability.

●Created a Learning Organization Culture- “Question of the Day”

●5 S Program

●Taproot Root Cause Analysis

●Productivity Studies

●Improved Commercial Availability

●Directed and Taught “New Technologies for Reliability”

●Managed all Capital Budgeted Projects

Optima Chemical Director of Maintenance

Feb. 2019 to August 2020

Direct and Lead the Maintenance Organization

●Budget & Asset Management

●Manage the Electrical and Maintenance depts.

●Routine and Outage work planning and scheduling

●Lean Manufacturing Process

●Root Cause Analysis

●Created a Learning Organization Culture- “Question of the Day”

●Safety Leadership Process and Procedures/LOTO

●Employee Development and New Technology to drive Reliability.

●Instituted process improvements in all organizations

●Manage all Contractors

●Lead all Capital Projects: On Budget and On Schedule

Longview Power

Dec. 2014 to Aug. 2017.

●Plant Manager of 800 MW Supercritical coal Fired Plant and Coal Mine

●Directed all Operations, Maintenance and Construction daily for a Safe and environmentally sound organization.

●Taproot Root Cause Analysis

●Created a Learning Organization Culture- “Question of the Day”

●Conduct Weekly Safety Observations

●Start-Up and Commissioning

●Budget Management: 45-million-dollar O&M budget and 70-million-dollar Capital budget.

●Supervise staff of 105 employees and 50 contractors daily.

●Initiated process improvements to change the business culture to high performance results through employee commitment, creativity, and accountability.

●Manage Inventory

●Manage Rolling Stock

●Directed and Taught “New Technologies for Reliability”

NRG Energy

April 2012 to Dec. 2014.

●Plant Manager of the Northern Region of California: Managing Multiple Gas Plants totally 2100 MW of Energy

●Direct all Operations, Maintenance, Engineering, EH&S and Construction. Budget Management of 40-million-dollar O&M budget.

●Start-Up and Commissioning of New 800 MW Plant

●Taproot Root Cause Analysis

●Created a Learning Organization Culture- “Question of the Day”

●Lean Manufacturing Processes

●700-million-dollar Capital for the New Simple Cycle Construction Site Supervise staff of 85 employees and 25 contractors daily.

●Initiated process improvements to change the business culture to high performance results through employee commitment, creativity, and accountability.

●Created a Project for Solar Panels to decrease the cost of station service in a more Economical and Environmental operations

●Managed Power Purchase Agreement

●Directed and Taught “New Technologies for Reliability”

GenOn Energy Inc.

Sept. 2009 to April 2012.

●General Manager of 500 MW coal fired power: 2009 to April 2012.

●Direct all Operations, Maintenance, Compliance, Fuels dept. and Engineering

●Supervise staff of 120 employees and 50 contractors daily. Instituted the process improvements to change the business culture to high performance results through employee commitment and accountability.

●Management of 45-million-dollar O&M budget

●Created a Learning Organization Culture- “Question of the Day”

●Managed all Conveyor and Rolling Stock Maintenance

●5 S Program

●Taproot Root Cause Analysis

●Productivity Studies

●Improved Commercial Availability from 60% to 85% from 2010 to 2012.

●Directed and Taught “New Technologies for Reliability”

●Managed all Capital Budgeted Projects

Southern Company: Continuously promoted with $17B Electrical Energy Distributor.

Alabama Power

Jan. 2008 to Aug. 2009.

●Compliance & Support Manager (Alabama Power)

●Direct all operations involving security, inventory, warehouse, environmental, safety and compliance.

●Supervise 100 staff and budgets up to $75M. Instituted program to increase involvement in Emergency Response and Environmental Teams.

●

Alabama Power

Jan. 2004 to Jan. 2008.

●Maintenance & Planning Manager (Alabama Power)

●Responsible for budget and asset management, maintenance and safety, planning and executing all work schedules, project management, and providing all contract management oversight.

●Managed 100 employees, 200 contractors and budgets to $100M.

●Start-Up and Commissioning

●5 S Program

●Root Cause Analysis

●Productivity Studies

Mississippi Power

Jan. 2000 to Jan. 2004.

●Operations Team Leader (Mississippi Power)

●Ensured optimal plant operations, including safety and maintenance of 2200 MW’s of Combined Cycle and Coal.

●Process Improvement Team

●Productivity Studies

●Start-Up and Commissioning

●Taproot Root Cause Analysis

●Implemented a new scheduling process to resolve conflicts and reduce overtime usage.

●Combined Cycle Plant with 2 on 1 setup, 7FA’s to Steam Turbines for 1100 Mw’s total.

Georgia Power

Jan. 1998 to Jan. 2000

●Maintenance Team Leader (Georgia Power)

●Managed activities relating to the safe, quality, and efficient maintenance at Georgia facility.

●Directed $2M budget and had reliability responsibilities for plant operations

●Successfully managed multi-million-dollar projects and 25 contractor personnel.

●Troubleshoot issues and completed repairs

●Root Cause Analysis

Earlier: Progressed steadily with Savannah Electric & Power to positions of increased responsibility.

Education and Leadership Training

I received my BS in Business Management from Brewton Parker College (GA) June of 2002.

Strategic Visionary Leader

Multi-Plant Leadership (Union and Non-Union) Staffs

Safety Leadership

Budget and Asset Management

Performance Management

Process Improvement Leadership

Organizational Behavior

Southern University Leadership Training

SELECTED ACCOMPLISHMENTS

Diversified Technologies Experienced

7FA GE Gas Turbines at Combine Cycle site at Southern Co in 2000 to 2004

Pratt Whitney Gas Turbine, Ga. Power and SEPCO

Siemens supplied four SGT6-5000F Gas Turbines, four SGen-1000A generators, the SPPA-T3000 control system and auxiliary and secondary systems for the Marsh Landing power plant

Siemens 800 MW Generator, SST6-6000 Steam Turbine, the Siemens Turbine HMN Series

Foster Wheeler-Benson Vertical once through, Supercritical Boiler

Multiple GE/ Westinghouse Turbine and Generators over the course of my career

Diverse Technologies: Fast Start Simple Cycle, Combined Cycle to Super Critical

Environmental Technologies

Sales of Energy

●Raised awareness levels of budgets and cost containment, reducing projected costs $2M. Awareness of budget/asset management was non-exist at the Alabama plant. Established plan to better inform all employees, Team leaders, system owners and union employees by utilizing training department, financial specialists, and managers from other departments. Held informal training sessions, individual conversations, and formal budget meetings.

●Cultural Change Leadership for performance, passion, and ownership. Created several Process Improvement Teams from all employees of the Plant to drive the performance, culture, and commitment of the employees. Held Town Hall meetings for all employees to ask questions and communicate directly with the Lead Team whereby driving integrity, honesty, and faith of the vision.

●Successful Project and Outage Management. Reducing projected costs through effective productivity train-ing, accountability and cost efficiency measures. Managed projects valuing from several hundred million dollars to several million dollars: Managed Scrubber, SCR, and Combined Outage work scope for 300 million dollars with 1400 contractors of multiple disciplines. Managing the New 800 MW Simple Cycle Construction Plant to Commercialization in 2013. Managed the Trona conservation project for the Potomac River plant.

●Established aggressive new safety program, eliminating accidents for four consecutive years. Safety culture and mindset in the maintenance department was at an all-time low with days between recordable incidents at 88 days. Created MUST (Maintenance Utilizing Safety Together) Team that established a job safety analysis for each employee to use prior to each day’s work. Provided funding for support and success of the program.

●Introduced a new scheduling process, generating $250K in savings in year one. Overtime for operations was increasing due to scheduling conflicts within projects and operations teams. Drafted a new scheduling system allowing for more efficient use of operator’s time, including training and time off. Decreased overtime per operator.

●Created process improvement team to improve operational efficiency. Maintenance team needed to reduce the amount of regular work time and overtime required on the dust collection system. Developed and implemented a new process team to analyze work orders, necessary parts, and equipment/tools needed to accomplish work in a safe and efficient manner. Eliminated overtime and improved quality of work performed.

●Initiated improved workflow plan, increasing productivity 100%. Four-week plan for routine maintenance indicated the average journeyman completed one to one and a half work orders per week. Crafted a new workflow system to increase productivity by staging parts needed, building tool stations, and gaining clearance for necessary equipment in advance. Successfully increased work order completions to three a week.

●Developed the System Owner roles and responsibilities at several of the Plants to drive Change and Ownership for Critical Processes

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