Project Manager Construction

Ted C. Hollon

*** ***** **** **** ******, TX ****5 830-***-**** b6fuxm@r.postjobfree.com

Experienced Executive possessing comprehensive expertise that encompasses all management aspects of project development and execution, including project identification and development, project financing, project and construction management, asset management, joint ventures, permitting, developing and enforcing budgets, procurement of strategic equipment and materials, client liaison, and contract negotiations and administration. Strong technology knowledge and understanding of the challenges of commercialization of projects on a global basis.

Key Skills

Global execution of capital expenditure & project management structure within the complexity of international partners, financiers, government bodies and NGOs.

Develop and build staff of skilled engineers with global reach.

Drive project management skills, with expectation to execute projects in a safe manner to stated budget and timeline.

Proven track record of successful contract negotiation & administration skills.

Experience on both sides of the negotiations table on behalf of owners and on behalf of constructors.

Strong commercial and financial acumen in addition to technical abilities.

The ability to measure and raise team performance through performance metrics, coaching and mentoring and key performance indicators.

Mitigate and manage the risks associated with the delivery of capital development projects and asset management.

Multi-cultural awareness of how to do business across different settings and corporate departments, and a willingness to travel extensively worldwide.

PROFESSIONAL EXPERIENCE

Parsons Brinkerhoff Pte Ltd. – July 2011 to Present

Director, EPC(M) Delivery – Responsible for organization, direction and management in the development and execution of power generation facilities on a turnkey basis. Lead identification of project risks and implement risk mitigation plan while maintaining organizational culture, values and reputation in regional markets across Asia, Australia and New Zealand. Plan, organize, and direct the development and execution of power projects to ensure qualitative, timely and cost effective delivery of projects in a safe manner. Report directly to Group Manager.

PetroAlgae – January 2010 to April 2011

Manager, Project Deployment – Responsible for establishing oversight and compliance with company’s proprietary process design and installation of full scale (5000 hectares) and demonstration facilities in China, Chile and Indonesia. Work with clients to integrate company design and process, and to implement master project plans to ensure timely, cost effective and safe delivery of projects and production of biocrude products. Reason for leaving: Company layoffs

Consulting Services – January 2008 to December 2009

Consultant - Provided consulting services to two firms in the biodiesel industry, a 100% foreign owned Chinese wind energy developer, and an IPP company investigating carbon credit projects in Mexico and Malaysia. Provided project management services to two biodiesel equipment manufacturers in the design, permitting and installation of 10million gallon per year biodiesel plant installation in Santa Fe Springs, California and a bio diesel facility in Orlando, FL (confidential); construction management services in a turn-around situation for two wind projects in Inner Mongolia, China; and project management services to a carbon development company in developing CDM projects under the UNFCCC methodologies including project identification, technical evaluations and implementation processes to secure UNFCCC approval including registration, validation and verification audits; and evaluating carbon credit generation on CDM/JI projects in China, Malaysia, Indonesia, Mexico and Thailand. Projects included the capture and destruction of methane gas and power generation components.

AgCert Services, USA _ July 2005 to January 2008

Global Asset Manager - Loaned by AgCert to a joint venture company between two public corporations, AgCert and AES Corporation to provide mentoring and to establish and start-up of construction utilizing EPCM approach, maintenance and monitoring efforts for the joint venture’s CAPEX and OPEX programs in Asia and Europe. Projects include methane capture with renewable energy components from animal waste and wastewater effluent. Established procedures & policies manuals for procurement, construction, maintenance, monitoring and safety. Supported other internal departments in project selection, assessment, registration, and validation and verification audits. Based in Malaysia and report to the Chief Operating Officer in the US. Reason for leaving: AgCert was acquired by AES Corporation.

Chief Construction Officer – Responsible for establishing a construction and maintenance group for a start-up public company involved in greenhouse gas emission reductions. Have CAPEX and OPEX, exceeding €90 million annually in the construction, procurement and maintenance of a development program targeting 2300 biogas digesters on a global basis. Deployed EPCM approach. Duties include developing and implementing a contracting strategy for construction and maintenance, safety program, policies & procedures, design standardization, global procurement of strategic material and equipment, logistics, maintenance services, and construction services for over 1200 biogas digesters in Latin America (Brazil, Chile, Mexico and Argentina) & Canada. Projects included the capture of methane gas from animal waste systems and renewable energy components. AgCert is a publicly traded company listed on the London Stock Exchange. Reported to the CEO.

AES Corporation – May 2004 to June 2005

Director of Global Construction – Responsible for supporting the company’s development of power generation facilities (wind, hydro, coal and natural gas) on a global basis, including safety, permitting, equipment selection, configuration and procurement, contract negotiations and administration. Supported regional operations in both generation and integrated utilities sectors of company’s businesses. Responsible for the overall delivery of multiple projects in various stages of development and construction. Reported to the Vice President of the Performance Group. Reason for leaving: Company downsized and restructured operating regions.

DPR Construction, Inc. - June 2000 to April 2003

General Manager, Energy Group - Responsible for the formation and operations of DPR’s Energy Group and the oversight of all construction operations and support of 18 regional offices in the acquisition and delivery of power generation facilities on a nationwide basis. Duties include market strategies and alliances, business development and project acquisitions, negotiations, group operating budget and personnel acquisition. Also, responsible for leading the company’s development, acquisition and asset management of cogeneration & distributed generation assets. Installed the City of Austin’s first fuel cell. Increased the company’s net operating margins using Cost plus a fee with GMP. Reported to the Management Committee. Reason for leaving: Company ceased construction of power plants due to pressure from Sureties and the effect it would have on its core business.

Panda Energy Corporation – March 1993 to January 2000

Vice President, Asia Operations Responsible for the operations and profitability of Panda's holdings in Asia, which consisted of a 120 MW coal fired cogeneration facility in China and a 48 MW hydroelectric facility in Nepal. Duties included tariff negotiations, government liaison, business development, and support for Panda's efforts to sell its China assets. Was appointed Vice Chairman of Panda's four joint venture companies in China and its joint venture company in Nepal. Based in Beijing, China with extensive travel to Nepal and reported directly to the Senior Vice President of Asset Management. Panda sold its international assets.

Senior Vice President, Project Development & Construction – Responsible, since August 1997, for supporting the Merchant Plant Department's development efforts. Duties included managing the company's engineering and construction efforts necessary to permit, fund, construct and operate its domestic & international merchant plants; support Panda's joint venture company with a major US utility; negotiations with major turbine suppliers; and manage Panda's international projects and joint ventures in China and Nepal. These efforts cumulated in 1999 with 5,000 MW under construction and over 9,000 MW under development. In 2000, Panda or its affiliates planned to finance and construct 5,700 MW of power generating facilities. Reported to the Chairman.

Vice President, Project Development & Construction Responsible for development and delivery of all domestic and international projects under a power purchase contract by Panda. Duties included project financing support, compliance with power purchase agreements, interconnect agreements, fuel supply, regulatory and environmental permitting, O&M contracts, schedules and budgets, engineering and contractor selections, contract negotiations and contract administration, client liaison, and business development support. Reported directly to Chairman/CEO.

Project Manager Responsible for simultaneous development and management of a 230 MW gas fired cogeneration facility in Brandywine, Maryland, and a 110 MW gas fired cogeneration facility in Lakeland, Florida. Duties included regulatory permitting; budgeting and scheduling; management and supervision of technical consultants, engineering firms, and construction contractors; and client liaison. Internally coordinated with other company departments such Fuel Supply, O&M Services, Engineering, Business Development and Project Financing. Reported to the President of Panda.

Brown & Root, International – May 1988 to January 1993

Project Manager (Mining & Process Industries Group) Responsible for preparation of an interim feasibility report for a large leach to copper mining expansion for Phelps Dodge, a large mining company in Phoenix, Arizona. The project included the coordination of other engineering consultants and interface with various Phelps Dodge departments.

Manager, Project Development (Brown & Root Saudi, Ltd.) Responsible for developing, acquiring and managing a joint venture association with a large Saudi Arabian general contractor. Resident in Jeddah, Saudi Arabia, to represent Brown & Root Heavy Civil Business Unit and to oversee business development activities including bids and proposals, client liaison and support of other Brown & Root business units. Reported to the Senior Vice President of the Group.

Manager, Project Development (Brown & Root International) Responsible for development and management of multiple international projects from feasibility studies to award of contract. Duties included business development, position strategies, preparation of qualifications, proposals, bids, home office support, financial analyses and client liaison. Reported to the Senior Vice President of the Group. Involved with projects in Turkey, Saudi Arabia, Thailand and Panama.

CM, Inc. - May 1978 to April 1988

Managing Director – CM Inc was a subsidiary of CRS Design Associates. P&L responsibility for Middle East office and operations in Bahrain. Reported to the Managing Partner in London, England. Duties included day to day operations, contract negotiations and administration, personnel, business development, client liaison, cash flows and home office reporting. Oversaw multiple design/build and CM contracts in the Middle East, including Amir's Palace, mid rise office buildings, US DOD sponsored school (K 12), wastewater treatment plant, refinery maintenance programs, quarrying, and dairy/wheat farms in Saudi Arabia and shrimp farm. Was resident in Bahrain.

Construction Manager Responsible for on –site construction of a U.S. Department of Defense (DOD) school (K 12) in Juffair, Bahrain. Duties included subcontractor supervision, scheduling, estimating, budget compliance, safety, reporting, client liaison, material procurement and quality control/ assurance.

Brown & Root, International - September 1974 to May 1978

Material Engineer Established and implemented a Material Control Department that handled over 10,000 local and international purchase orders for a $400 million textile plant. Was responsible for expediting, customs, clearance, material inventory & control, document distribution and reacting to design changes. Was resident in Isfahan, Iran and reported to the Project Manager.

Cost Engineer Prepared estimates, material quantities, cost allocations of material, equipment and labor, scheduling and preparation of tenders and subcontracts for a $52 million phosphoric and sulfuric acid plant expansion in Aurora, North Carolina. Reported to the Office Engineer.

EDUCATION

Texas A&M, BS Civil Engineering,

PE eligible (passed P&P exams, Texas)

EIT

LANGUAGES

Spanish (read, write and speak conversationally)

Farsi (conversant)

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