Project manager Wind Energy

Summary

An accomplished, recently retired engineer who is looking to re-enter the workforce. John has a solid history in the Nova Scotia renewable energy industry (wind, hydro, tidal, solar) that includes people management, meeting budget targets, project and construction management, engaging communities and strategic planning.

Skills

Budget Control Meets Agreed-Upon Targets

Strong Communicator Organized Approach To Work

Project/Construction Management Excellent People Skills

Proven Team Player Brings Initiative/Enthusiasm

Demonstrated Ability To Work With All Consultants and Construction Trades

Experience

Vice President Energy Development Bedford, NS

Minas Basin Pulp and Power Company Limited Sept. 2007 – Sept. 2022

Developed and implemented strategic plans that led to actual construction of renewable energy facilities (wind, hydro, tidal, solar).

Successfully managed wide-ranging maintenance and capital upgrades of company-owned hydroelectric facilities.

Developed meaningful relationships with contractors and all stakeholders.

Executive Director Halifax, NS

Electricity Consumers Alliance of Nova Scotia Sept. 1999 – Aug. 2007

Organized NS largest electricity customers into a group to help them understand complex electricity ‘rate-structure’ issues.

Represented the Large Industrial customer group at the NS Utility and Review Board hearings.

Education

Bachelor of Science in Electrical Engineering

Dalhousie University (formerly known as the Technical University of Nova Scotia)

Hobbies – woodworking (hardwood furniture), wood frame house construction, boating.

Direct Experience

Wind Energy Projects Size Technology Timing

West Cape, Prince Edward Island 100 MW Vestas 2005 - 2007

Port Morien, Nova Scotia 50 MW did not proceed 2006

South Canoe, New Ross, NS 102 MW Acciona 2008-2015

Kaizer Meadow, Chester, NS 2.3 MW Enercon 2013 – 2015

Ellershouse, NS 25 MW Enercon 2014 – 2018

Bishopville, NS 15 MW in planning

Specific Involvement – Wind Energy Projects (2006 – 2022)

From Conception to Commissioning and Operation (and not necessarily in chronological order):

Installed meteorological masts and SODAR units in numerous locations in the Maritime provinces – locations where the 3 key factors converged (wind resource, transmission proximity, land).

Initiated discussions with landowners and regulatory agencies.

Met with elected officials at all government levels, presented at municipal council meetings and provide regular progress updates to all those concerned.

Remained focused on all land easement/lease agreements until they were secured.

Engaged with technology suppliers; short listed and selected the supplier that best suited our requirements – with mitigation of risk being a top criterion.

Budget: Creation/Management & Control attracted detailed scrutiny and oversight. While some cost elements were fairly well known early on (e.g. WTG costs, engineering studies, grid interconnection), others costs were uncertain until the time of happening. Examples: soil conditions despite geotechnical surveys, road construction, environmental surprises, appeals to municipal council’s approval of their development agreement.

Project Scheduling & Control: This was a key matter throughout every project. Missed deadlines created congestion and increase costs. Note: Due to an appeal to an approved development agreement, the WTG erection phase in one of our projects was pushed into a harsh winter situation, creating unseen costs and delay.

Safety was always the first to be discussed at our steering committee meetings and was the first daily activity for all contractors/subcontractors. Tailgate/toolbox safety meetings became second nature to all.

Commenced a short listing of balance of plant contractors (i.e. clearing, roads, foundations, collector systems/substation, WTG erection (if not covered in the technology supply contract), electrical infrastructure, etc. Securing local benefits were always top-of-mind during all contract negotiations.

Closely followed and participated in discussions with Government officials (i.e. Energy Depts).

Hired consultants to start/complete Environmental Impact Assessments. We commenced these as early as possible because municipal Development Agreement approvals could not be granted until the environment minister signed off on the study. Project financing always waited for Development Agreements to be first put in place.

Initiated transmission interconnection processes (Feasibility Studies, System Impact Analyses, Facility Studies, Generation Interconnection Agreements). Negotiating the details of Power Purchase Agreements followed.

Developed and implemented comprehensive community engagement programs designed around specific community characteristics. ‘What’s in it for the community?’ was our way to arrive at win-win. In the evenings, we met with local leaders in regular Community Liaison Committee meetings and during days, we worked with elementary school students in stimulating Art Meets Science classroom sessions. A monthly project newsletter was posted on our website, circulated electronically and, in some circumstances, delivered via Canada Post.

References: Upon Request

Contact this candidate