Project Management Manager

Kevin D. Drennan

Daytona Beach, Florida Telephone: 804-***-**** Email: *********@***.***

SUMMARY

Project Executive, M.B.A., with over 30 years of demonstrated growth and success in developing and implementing EPC project initiatives, directing project plans, and achieving revenue performance targets.

Breadth of experience encompasses: International EPC Project Management, P&L management, new product launches, managing various contracts, instituting cost/schedule controls, and establishing best practices techniques.

Project management acumen gained over the last 30 years includes: directing projects valued at $1 million to $600 million; overseeing 2 divisional turnarounds while spearheading 4 multi-million dollar process reengineering projects; integrating global engineering/project management standards in over 50 sites; handling $250 million international P&L responsibility; and leading consolidation/optimization of 6 global module fabrication facilities located in Denmark, Mexico, Brussels, Russia, Germany, and the U.S.

Selected by company president to lead the turnaround of a troubled project valued at $120 million. Successfully secured a gross margin level and put project back on schedule. Additional strengths and capabilities include:

Managing International EPC Projects

Strengthening Operational Procedures

Managing Industrial Construction Project

Contract Negotiations/Deal Structuring

Developing Competitive Pricing Strategies

Forging Strategic Supplier/Vendor Alliances

Written, Verbal & Formal Presentation Skills

Creating a Shared Operations & Project Vision

SELECTED ACCOMPLISHMENTS

Successfully managed the largest hydrogen production equipment supply contract for use at a Power Plant facility.

Successfully managed the design, procurement, construction and commissioning of two large biomass wood pellet producing facilities.

Successfully managed international projects team for EPC projects ranging from $1 million to in excess of $ 500 million.

Successfully turned around a $100 million division from a $12 million loss to a $1 million profit within 2 years through cost reductions and establishing sound operational procedures.

Improved gross profit margin on major large project from $800,000 to over $1.1 million and advanced gross margin on particulate collector project for Union Camp from $600,000 to $900,000.

Effectively integrated global engineering and project management standards in over 50 sites while leading effort that resulted in consolidation/optimization of 6 global module fabrication facilities.

Directed engineering, purchasing, quality, and project management for a $50 million division. Consequently, increased profitability by more than $5 million within one year.

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PROFESSIONAL EXPERIENCE

OBP3 -Xcel Energy

2024 to present

Senior Project Manager - Part of a team to evaluate strengths and weakness of Xcel energy project execution teams. Interviewed various employees across Xcel’s organization. Generated reports, findings and recommendations.

Mitsubishi Power

2021 to 2023

Senior Project Manager - Manage team of engineers and procurement professionals to engineer and procure, fabricate and deliver hydrogen producing electrolyzers system. Total scope included (40) electrolyzers, (20) Hydrogen gas skids, (20) transformer rectifiers and a facility wide balance of plant controls system (DCS). The Hydrogen will be stored in Caverns in Delta Utah for use at the Intermountain Power Plant.

Cooper Tacia, GC

2021 to 2021

Business Development Manager - Performed as a 1099contract employee developing and “landing” construction projects for Cooper Tacia General Contractor. Worked on retainer and commission based.

CCC Group

2019 to 2021

Senior Project Manager - Lead a team of construction managers, schedulers and safety professionals on various construction projects. Full responsibility for delivery of the project on schedule, under budget with zero accidents.

Enviva Biomass

2014 to 2019

Project Manager - Lead a team of engineers, procurement managers, construction managers, schedulers and safety professionals on two EPC projects valued at approximately $150M and $170M respectively. Full responsibility for delivery of the project on schedule, under budget with zero accidents. Project included demolition of an existing building which required asbestos abatement and controlled disposal of building materials.

Plasco Energy Group, Ottawa Ontario

2013 to 2014

Director of Projects (Contract)– Managed the estimate and schedule development for a project with the City of Ottawa for a municipal waste gasification project. Working closely with sales and marketing to develop pricing and contracting strategy. Developed a “team” approach with potential key suppliers.

Public Service Electric and Gas (PSEG), Newark, New Jersey

2011 to2013

Project Manager (Contract) – Fossil Generation – Contract (non-permanent employee) project manager who was responsible to manage various capital improvement projects across PSEG’s fleet of fossil fueled power plants. The projects were all engineer, procure and construct (EPC) projects.

One project was demolition of a retired coal fired power plant.

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Synthetic Materials, Newburg, Maryland

2008 to 2011

Vice President - Construction– Scope of duties is the supervision of engineering, procurement, and construction of multiple facilities.

Responsibilities Included:

Managing multi-disciplined team to attain schedule and profit goals.

Working with Advatech (TVA’s engineering firm) and TVA to develop budget for 5 EPC projects with total value approximately $ 150M. Managing 3 direct employees of Synmat and a team of subcontractors to establish the budget and schedule for the above projects. The number of subcontractor employees varies from 10 -15 for the budgeting and scheduling process. We are using Primavera scheduling software for scheduling. Previously managed the engineering, procurement and construction of three (3) gypsum dewatering facilities at three (3) distinct power plant sites for Mirant. In this role I managed 3 direct Synmat employees. I also managed all subcontractors with the peak load of employees in excess of 120. Demolition of an existing building with a boiler and process equipment was performed, Asbestos abatement and lead paint control was part of the project,

Mirant, Aquasco, Maryland

2007 to 2008

(IPP Mid Atlantic)

Senior Project Manage (Contract)r– Scope of duties included managing an EPC project for Mirant with a budget in excess of $500M. In this role I was responsible for establishing the project budget for all design, engineering, procurement and construction activities. I had a direct staff of 25-20 people. I also managed the performance of Mirant’s engineer and constructor – The Shaw Group. Including non-manual labor and craft labor I was responsible for managing in excess of 500 people. In addition, I managed a major subcontractor – Enerfab – who employed in excess of 300 people during the performance of the project.

I also coordinated some low and medium voltage modifications with Mirant’s engineers – Sargent and Lundy as well as with the transmission company – Potomac Electric Company - on the three (3) sites I mentioned. I also was responsible for engineering, procuring and constructing our substations with 4,5kva transformers and associated switchgear. We had to perform a coordination study with Mirant to allow the tie-in of our substation. Demolition and relocation of power plant equipment and duct work was part of the project. Remediation of lead paint and asbestos was part of the project.

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SHAW STONE & WEBSTER, Cherry Hill, New Jersey

2006 to 2007

(Engineering and Construction Company for the Process and Power Industries)

Project Director (Contract)– Scope of duties included working for PSEG performing the preliminary engineering, procurement, construction and permitting functions to establish a project budget and schedule that exceeded $600M. Worked closely with PSEG’s engineer – Worley Parsons to verify estimate and establish funding. Duties also included managing permitting process with various local Government agencies to assess potential environmental impact and necessary land improvements required. I managed a direct staff of six (6) with a total engineering, legal, procurement, and etc. project staff in excess of 120 people. Project budget was accepted by PSEG and project was awarded to The Shaw Group. Demolition and relocation of power plant equipment and duct work was part of the project. Remediation of lead paint and asbestos was part of the project.

INFILCO DEGREMONT, Richmond, Virginia

2002 to 2006

(U.S. affiliate of the world’s leading water treatment engineering company, providing water/wastewater equipment and plants on a global basis)

Vice President, Operations – Primary duties focus on directing global operations for this $100 million division. Responsible for resolving/negotiating client settlements and implementing project/business schedules, cost controls, and reporting systems, resulting in a $12 million turnaround.

ALFA LAVAL SEPARATION, Denmark & Pennsylvania

1996 to 2002

(Leading global provider of specialized process equipment & process solutions to a wide array of industrial clients)

Vice President, Global Engineering & Supply, Copenhagen, Denmark (1999-2002) – Principal responsibilities centered on managing all aspects of operations for this $250 million international division with more than 500 employees. Reengineered business processes, improved utilization of capital, and reduced operational costs, which increased annual revenue by $8 million.

General Manager, Environmental Division, Warminster, Pennsylvania (1997-1999) – Lead sales and marketing, project management, engineering and procurement for $60million division. Turned division around from $6million loss to $1 million profit in 2 years by improving sales channels cost reductions and adherence to best business practices.

Director of Operations, Marine & Power, Warminster, Pennsylvania (1996-1997) – Oversaw engineering, purchasing, quality, and project management for this $50 million division. Improved margin by $5 million through re-engineering and cost reductions.

JOY ENVIRONMENTAL TECHNOLOGIES, INC., Houston, Texas

1994 to 1996

(Manufacturer/distributor of air pollution control systems to international industrial and utility customers)

Director, Pre-contracts – Recruited to lead sales, business development, and service delivery. Managed estimators, product managers, and proposal engineers while developing all sales quotations, authorizing cost estimates, reviewing commercial terms/conditions for bids, approving technical guarantees, and negotiating sales contracts with clients.

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NOELL AB, Herndon, Virginia

1993 to 1994

(Equipment/process design firm that serviced international industrial and utility customers)

Principal Project Manager – Held overall responsibility for engineering as well as purchasing for engineering, procurement, and construction projects. Mentored/trained project managers and engineers, coordinated bid preparation, and served as lead on 3 multimillion-dollar projects.

ENVIRONMENTALL ELEMENTS CORPORATION, Baltimore, Maryland

1989 to 1993

(Manufacturer of air pollution control systems to international industrial and utility customers)

Director of Project Management – Scope of duties consisted of supervising engineering, procurement, and erection of multiple air pollution control projects. Responsible for P&L for 50% of company revenue and contract negotiations on large purchases.

Bechtel Power Group, Gaithersburg, Maryland

1980 - 1989

I spent in excess of eight (8) years working in various positions with Bechtel. They included: Assistant Project Manager – worked with various utilities to establish project budgets and schedules for numerous power plant capital expansion EPC projects both in the Nuclear as well as Fossil technologies. The utilities included: Florida Power and Light, Commonwealth Edison, Con Edison, Boston Edison, Southern Company, PSEG and Texas Utilities.

I also spent three (3) years working on a Boston Edison power plant site establishing budgets and schedules for their annual capital improvement funding. I participated directly in meetings with Boston Edison management to establish annual funding for numerous EPC projects.

Prior experience with Niro Atomizer and Bethlehem Steel.

1973 to 1980

EDUCATION

M.B.A., Finance

Loyola College, Baltimore, Maryland

B.S., Engineering Science

New Jersey Institute of Technology, Newark, New Jersey

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