Business Development Project Management

ANDREW G. JERIGE PE, PMP, CSP

Houston, Texas

Cell: 713-***-**** – Email: ************@*****.***

QUALIFICATIONS:

30+ years of Engineering, Procurement, and Construction (EPC), Project Management, and Business Development, including executive management roles directing multiple managers and team leaders with full profit/loss responsibilities for staffs/teams/projects of over 130 personnel and contract staffs of over 2500 personnel. Experience includes managing a variety of diverse programs including the doubling of revenues in one year via aggressive business development for a major International Construction Management Firm, managing Capital Project costs in excess of $4 billion for Oil and Gas/Petrochemicals, and leading major proposal efforts which have successfully won multi-million-dollar capital Programs and Projects for a variety of industries and horizontal and vertical business lines. Directed the Hidden Bench Gathering Project which resulted in millions of dollars of asset value and is now owned by Tesoro. Directed the Parkway Pipeline Project which resulted in millions of dollars of profits and is now a Valero asset. Part of the international Corporate Project Management Team that developed Corporate Management procedures and Construction processes for Phillips Petroleum Company that saved the Company millions of dollars through global standardization, streamlining, and optimization of processes and took Phillips Petroleum from a Tier 4 Level (bottom 25%) to a Tier 1 Level (top 25%) in cost and schedule for Project Implementation. Areas of expertise and Programs/Projects completed or pursued include Commercial Buildings, Major Park Projects, Rail/Roads, Bridges/Tunnels, University and Hospital Facilities, Finished Products Pipelines, Chemical and Refinery Units, Electric Utilities/Power Plants, Crude Pipelines, Natural Gas Liquids Pipelines, Natural Gas Pipelines, CO2 Pipelines, CO2 Injection in Oil Fields, Liquefied Natural Gas (LNG), Capital Project Management, DOD/DOE Projects, Project Controls, Maintenance, Operations, Construction, Design, Risk Management, Environmental, Health and Safety spanning across the Higher Education, Health Care, Refining, Transit, Chemicals, Plastics, Industrial, EPC, Oil and Gas, Pipeline, Environmental, Power, Carbon Black, Engineering, DOD, DOE, Nuclear, Public Private Partnerships (P3), and Public Works/Government industries.

EDUCATION:

Master of Science, Engineering Management Southern Methodist University (SMU) Dallas, Texas

Work towards Master of Business Administration (MBA hours transferred to SMU) Texas Tech University and Midwestern State University

Lubbock, Texas and Wichita Falls, Texas

Bachelor of Science, Mechanical Engineering Texas Tech University

Lubbock, Texas

PROFESSIONAL LICENSES, CERTIFICATIONS, MEMBERSHIPS, AND DEVELOPMENT:

Professional Engineer (PE) - Licensed in the State of Texas

Certified Safety Professional (CSP) - National Certification

Project Management Professional (PMP) – National Certification

Phillips Petroleum Asset Development Process (ADP) – Corporate Team Development

Kinder Morgan Project Management Process for Liquids – Corporate Team Development

Phillips Petroleum Project Management – Corporate Certification

URS Project Management Certification – Corporate Certification

Hill International Sales Training – Corporate Training

TxDOT – Local Government Project Procedures Qualification Training

DOE – Q Clearance (inactive)

WORK EXPERIENCE:

PROJECT DIRECTOR

Entech Civil Engineers – Houston, Texas

2023 to 2025

Project Director on the Barrier Free Harris County Toll Road Authority (HCTRA) Program Team to implement a 5-year $1.2 Billion Toll Road upgrade in Harris County, Texas

Responsible for the development of engineering contracts and agreements and work orders for sub consultants

Responsible for the development of Project Teams to deliver contract deliverables per contract requirements and schedule

Responsible for assigning team responsibilities and maintaining project budgets to maintain targeted profit margins

Responsible for maintaining communication with internal and external project stakeholders including client representatives

Responsible for building, supervising, training, and mentoring a team of managers, technical and administrative staffs to perform the planning, design and construction of transportation projects ranging from tolling, bike trails and drainage projects

PROJECT DIRECTOR

Harris County Improvement District #1 (Uptown Houston) – Houston, Texas

2018 to 2023

Reported directly to the President and CEO of Uptown Houston District

Project Director of Kinder Land Bridge and Prairie Project (in the 10-year $205M Memorial Park Master Plan)

Awarded Public Works Project of the Year from APWA for both National (USA) and State of Texas

Presided over, directing, and implementing Project Management, Project Development, Project Funding, Engineering and Construction for multiple Infrastructure Projects involving Parks, Roads, Bridges, Tunnels, etc

Spearheaded Capital Projects, Project Funding, and Project Development with direct management and implementation of Engineering, Design, Construction, Safety, Environmental, USACE Permitting, Procurement, Logistics, Stakeholder Interface, Right-of-Way Acquisition, Route Selection, Permitting, Public Affairs, Contracting, Economics, Estimating, Scheduling, Project Development, and Project Management

Managed multiple diverse teams/groups including hiring, terminations, budget control, performance evaluations, mentoring, promotions, team building, and setting and tracking team objectives/goals

Negotiated contracts for Construction Management, Project Management, and Inspection Services

Developed and Received Project Funding for Major Capital Infrastructure Projects

VICE PRESIDENT OF OPERATIONS AND BUSINESS DEVELOPMENT

Hill International – Houston, Texas

2016 to 2017

Reported directly to the CEO of Hill International

Presided over day-to-day Operations and Business Development tracking/reporting

Profit and Loss and Hiring and Terminating Responsibilities

Developed and aggressively pursued business development opportunities for Hill’s Southern Region and doubled the Southern Region Revenues (up over 100%) from 2016 to 2017

Increased Revenues in the first two months of 2017 (January, February) by more than 10%

Increased Staff Augmentation (100% billable to client) by 60% for the Southern Region from 2016 to 2017

Partnered with Claims Division to Complete the Due Diligence Analysis on Dakota Access Pipeline (Blackstone)

Negotiated existing and new contracts for Construction Management, Project Management, and Inspection Services to build new business and increase existing business to optimize profits for Hill

Created, organized and presented presentations for short-listed Proposal opportunities to new and existing clients

Created and pursued new business lines in the Petrochemical/Oil and Gas Industries, such as Turnaround, Contract Administration, and Procurement Management

Developed and cultivated customer relations with Client Executives to ensure projects were properly managed and clients were very satisfied with Hill’s performance

Directed and/or pursued Infrastructure Capital Projects and responsibilities in the following arenas:

oUTMB System

oOil and Gas

oRefineries

oChemicals

oPipelines

oTurnarounds

oHealth Care

oHigher Education

oK through 12 Education

oCommercial Buildings

oRail and Transit Systems

oPublic Private Partnerships (P3)

oClaims Subject Matter Expert

VICE PRESIDENT OF PROJECT MANAGEMENT AND DEVELOPMENT

Quintana Minerals Corporation – Houston, Texas (Offices in Houston TX, Bismarck ND, & Watford City ND)

2014 to 2015

Presided over Project Management, Project Development, Engineering and Construction of new Projects in North Dakota (Bakken) to maximize ROI for Great Northern Midstream private equity company

Pursuits included identifying, negotiating, directing the engineering, permitting, contracting, and managing the construction of gathering systems and pipelines with major oil companies beginning with initial concept all the way through full development, construction, implementation, and operations startup

Executed EPC and startup of the first oil gathering system (Hidden Bench Project) for Great Northern with excellent Design, Quality, Safety, and Environmental records resulting in millions of dollars per year in profits

Directed the Capital Projects and Project Development for Great Northern with direct management and implementation of Engineering, Design, Construction, Safety, Environmental, Procurement, Logistics, Client Interface, Right-of-Way Acquisition, Route Selection, Permitting, Public Affairs, Contracting, Economics, Estimating, Scheduling, Project Development, and Project Management

Partnered with Executive Management (CEO, Presidents, Business Development VP, Operations VP and Others) at Quintana Minerals to locate, analyze, pursue, and develop the most economically attractive projects to maximize corporate returns while minimizing safety, health and environmental concerns in all phases of Project development, negotiations, engineering and construction

DIRECTOR OF MAJOR PROJECTS

Kinder Morgan – Houston, Texas (Offices in Houston TX, Alpharetta GA, New Orleans LA, Columbus OH, & Orange CA)

2007 to 2014

Completed the Parkway Pipeline Project on schedule and with excellent design, quality, safety, and environmental records, which resulted in tens of millions of dollars per year of profits for Kinder Morgan

Spearheaded the largest Capital Projects for KMEP Liquid Products Division with teams of over 2500 personnel including KMEP direct and construction contractors. Projects in California, Nevada, North Dakota, Minnesota, Iowa, Illinois, Indiana, Ohio, Texas, Oregon, Michigan, Louisiana, Mississippi, and West Virginia

Directed the integration of the Logistics Team into the Parkway Pipeline Project which resulted in estimated savings of over $10M by using Just-in-Time delivery of pipe (eliminated lay-day yards and double handling of pipes) and Just-in-Time Mat deployment and resale (recouped purchase costs of mats and eliminated disposal costs)

Partnered with Executive Management (President, Business Development VP, Operations VP and Others) at KMEP to locate, pursue and develop the most economically attractive projects to maximize corporate returns while minimizing safety and environmental concerns at all phases of engineering and construction to complete projects on time, within budget, and with a targeted zero incident rate

Front-End Loading of Large Capital Projects for KM Liquid Products Division

Partnered/Collaborated with all levels of Management and Project Managers to implement a global Project Management System to be utilized for all projects at KMEP Liquids for standardization, optimization and streamlining of the project process

Managed multiple diverse teams/groups including hiring, terminations, budget control, performance evaluations, mentoring, promotions, team building, and setting and tracking team objectives/goals

DIRECTOR

URS Corporation (now AECOM) – Austin, Texas and Houston, Texas

2002 to 2007

Managed Business Proposals and Teams to win numerous multi-million-dollar capital projects across the US

Developed cutting-edge SO2, NOx and SO3 technologies for capture of Sulfur from Power Plants and Refineries using Mitsubishi Heavy Industry (MHI) Technology and in-house developed R&D Technologies

Charged with ensuring that client expectations were clearly understood, agreed upon, met, and/or exceeded

Managed Warranty activities after the completion of projects to ensure customer satisfaction

Championed the URS Project Management process in the Texas / Louisiana Region which saved the corporation millions of dollars in Project Costs and Schedule delays by fully developing project scope and project execution plans resulting in greatly reduced construction costs

Directed/Managed multiple integrated Programs (which include Process Engineers, Electrical Engineers, Instrumentation Engineers, Civil/Structural Engineers, Mechanical Engineers, Construction Engineers, Safety Engineers, and Environmental Engineers) in Austin and Houston, Texas, to complete multimillion-dollar cutting- edge projects throughout the United States for Electric Utilities and Refining/Petrochemicals facilities

Directed Engineering, Procurement, and Construction (EPC) activities of multiple Project Teams

Principal-in-Charge (PIC) for decommissioning weapons in the Department of Defense arena. High temperature incineration and flue-gas scrubbing of the off-gases

Managed Project Managers as PIC while working with clients to maintain proper client/contractor relations

Managed Contractors and Vendors to meet project objectives and optimize spend with product quality

Managed the Controls Group to effectively manage project schedules, actual costs, budgets, earned value, and internal financial systems for a department of over 100 engineers and scientists

Managed Projects to ensure the cost, quality and schedule objectives were met

Managed Construction, Start-up, and Commissioning phases of numerous projects

Managed staffs including hiring, terminations, budget control, performance evaluations, mentoring, promotions, team building, and setting and tracking team objectives/goals

OFFSITES PROJECT MANAGER; CAPITAL PROJECTS MANAGER; CONSTRUCTION SUPERINTENDENT; AND SENIOR PROJECT ENGINEER

Chevron Phillips Chemical Company (formerly Phillips Petroleum Company) – Houston, Texas & Borger, Texas

1997 to 2002

OFFSITES PROJECT MANAGER – Qatar Facility

Off-Site Engineering Project Manager on an integrated International Project Team responsible for a $4 Billion Capital Project to build petrochemical facilities in the Middle Eastern State of Qatar

Charged with directing the design and construction of all off-site engineering (pipelines, shipping, trucking, roads, ship docking, cranes, power, natural gas, water, etc)

Accountable for implementing Chevron Project Development and Execution Process (CPDEP) project management process activities within all phases of the Qatar Project

Developed functional specifications for all aspects of the Project

Controlled Contractor’s work to ensure that the Project technical requirements were satisfied

Developed and maintained cost estimates and schedules for the Qatar Project

Coordinated interface efforts between the Qatar Project and outside parties, such as Electric Companies, Gas Companies, Port Authorities, Feed-stock Suppliers, Landowners, etc

Managed and directed Contractors in the development of the Project in all phases, including Development, Engineering, Procurement, Construction, Start-up and Commissioning

Exploited Value Improving Practices (VIP’s) for the Project and developed cost saving ideas in VIP sessions

Developed and documented “Lessons Learned” from previous Qatar Projects and other related large Capital Projects and applied “Lessons Learned” throughout all phases of the Project

CAPITAL PROJECTS MANAGER – Philtex and Ryton Plants

Championed the ADP (Asset Development Process) project management process for Philtex/Ryton Plants which moved the company from a Tier 4 (bottom 25%) to a Tier 1 (top 25%) in cost and schedule for Projects which saved the corporation millions of dollars by reducing Project Costs and Schedule delays

Managed over 130 personnel for Capital Projects and Construction at Philtex/Ryton Plants with the responsibility of hiring, terminations, team building, mentoring, performance reviews, promotions, and developing and managing business unit budgets

Coordinated/directed the design and construction of Capital Projects for Philter/Ryton Plants

Developed, mentored, and directed the activities of Capital Project Engineers, Area Project Engineers, Project Designers, Contract Designers and Engineers, Construction Managers and CAD Operators

Worked daily with Process Engineers to optimize facility operations via new projects and upgrades of existing projects

CONSTRUCTION SUPERINTENDENT – Philtex and Ryton Plants

Coordinated and directed the activities of over 100 construction personnel which included hiring, terminations, budget control, performance evaluations, mentoring, promotions, and team building

Ensured that the proper financial management and productivity ratios of contractors were achieved

Ensured Philtex/Ryton contractors achieved Best-In-Class construction rates for productivity, schedules, and costs

Conducted Value Improving Practices (VIP’s) for the Constructability VIP for all major Projects

SENIOR PROJECT ENGINEER – Philtex Chemical Plant

Coordinated and directed the development and construction of multiple Downstream Technology and Project Development Capital Projects at the Philtex Chemical Plant

Implemented and ensured that the use of the Asset Development Process (ADP) for Capital Projects was being developed using Value Improving Practices (VIPs) to drive down costs and increase functionality

Led multi-discipline Business Teams to ensure the proper development, scheduled completion, maintainability, process integrity, and economical justification of new Projects

Directed Bechtel design and Zachary construction personnel ensuring proper design and installation

MAINTENANCE MANAGER

Continental Carbon Company – Sunray, Texas

1996 to 1997

Managed/Supervised the Plant Maintenance Staff, as well as Contractors, in the ongoing maintenance and construction activities of a Research and Development (R&D) Carbon Black Plant

Coordinated and directed all Maintenance and Safety activities at the Pilot Plant

Developed and implemented the Preventative Maintenance Plan, which included the pre-operational, daily, weekly, monthly, quarterly, and yearly preventative maintenance checklists for plant equipment

Responsible for the scheduling and building of any new construction

Allocated and coordinated budgets/resources/schedules for Plant Operations and Maintenance Projects

Developed and implemented Safety Programs (e.g., Confined Space Entry, Lockout/Tag Out, Personal Protective Equipment, Fire Protection, Hazardous Communications, and other OSHA related issues)

SENIOR PROJECT ENGINEER

Mason Hanger/Battelle Pantex – Amarillo, Texas

1992 to 1996

Managed multiple projects, while working with the Environmental, Safety, and Health Group at a Department of Energy (DOE) nuclear weapons facility

Heavily involved with the selection, interviewing, and hiring of personnel in the Integration Department

Assessed routine surveillance and preventative maintenance requirements for Critical Safety Systems

Liaison with Risk Management in developing and implementing Process Safety Audits, Preliminary Hazard Analysis (PHA), Safety Analysis Reports (SARs), and Unreviewed Safety Question Documentation (USQD)

Implemented Process Safety Management (PSM) on explosive processes

Prepared/reviewed/implemented DOE orders for plant-wide impact and performed safety compliance walk downs

Trained and briefed critical staff members to ensure proper implementation of projects

Performed formal training classes providing safety training to over two thousand members of the Pantex Staff

Q-Clearance (top-security clearance)

SENIOR ENGINEER

Schlumberger International Corporation – Hobbs, New Mexico

1988 to 1992

Managed staff of up to 50 Engineers, Technicians, and Operations personnel and acted as District Safety Engineer

Performed functions of the District Manager in the absence of the acting District Manager

Managed and coordinated projects working with a highly trained field crew at oil well sites

Used state-of-the-art technology/equipment to evaluate potential of oil and gas production

Job required extensive knowledge of high-tech equipment and computers, physical stamina, and 24-hour call

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