Maintenance Manager

ROBERT TUCK

*** **** ****** **, ***********, AL *6752 / Cell: 205-***-**** / Email: mib1x7@r.postjobfree.com

TARGET: EQUIPMENT & FLEET MANAGEMENT

Over 19 Years of Leadership, Management, and Supervisory Experience with Equipment, Fleet and Facilities Operations  Subject Matter Expert in Equipment Acquisitions, Disposals, Lifecycle Analysis, Utilization Analysis and Planning, Cost Avoidance, Lease Contract Negotiations  Proven Track Record of Success in Meeting Goals Across Broad Areas, including 6-Figure Cost Reductions, Operational Reorganization, Increase Equipment Utilization, Multi-Location Management, and Technology Conversions

Results-proven management professionally skilled in managing complex operations, diverse teams, and large equipment inventories for heavy highway, heavy civil, pipeline, bridge and foundation. Decisive leader with exceptional team building, relationship development, and problem resolution skills applied to employees, customers, and partner companies. Skilled in training, mentoring, coaching, and evaluating team members. Astute analyst and planner in short-term and long-range objectives. Core knowledge and skill areas include:

 Short/Long Term Strategic Planning  Budget Development/Adherence  Asset Utilization and ROI Results

 Equipment Procurement/Disposals  Lease Contract Administration  Equipment Ownership Costs

 Asset Lifecycle Analysis/Evaluation  Equipment Transport Operations  Multi-Site Location Management

 Regulatory Compliance Matters  Replacement/Rebuild Scheduling  Workforce/Resource Allocations

 Turnaround Management Plans  Logistics & Supply Optimization  Facility Layout/Redesign Strategies

 SAP and JD Edwards Software  Quality/Safety Assurance Standards  Executive-Level Recommendations

PROFESSIONAL EXPERIENCE

APAC Midsouth, An Old Castle Materials Company, Birmingham, AL 11/2009-9/2010

Equipment Manager

Complete integration of external company equipment fleet into main core fleet. Evaluate overall fleet size and adjust to levels required for business plan. Develop centralized equipment management program, with policies to effectively equipment operations. Manage all aspects of a diverse equipment fleet for quarries, asphalt plants, construction and paving operations. Directly responsible for management of repair cycle and costs, fleet sizing, utilization policies, equipment evaluations and appraisals. Established preventive maintenance inspection procedures to eliminate equipment downtime and associated costs. Developed equipment department budget exceeding $15M and capital expenditures of approximately $4M. Selected Accomplishments:

 Reduced overall fleet size by 15%, realizing a net gain on equipment sales exceeding $1.3M and an annual cost avoidance exceeding $535K.

 Established repair cycle initiatives to decrease operational equipment costs by an annual rate exceeding $386K during the first 8 months of the year.

 Reorganized work force structure to enable cooperation and agility between established inter-company regions. Work force resizing accounting for $173K in annual savings.

CANFER CONSTRUCTION, Dallas, TX, 6/2009-11/2009

Equipment Manager

Consolidate 3 diverse equipment management teams into one centralized region. Develop and install a comprehensive equipment management program, along with guidelines and policies to manage the equipment maintenance operations. Manage all aspects of equipment fleet over 2,200+ pieces of equipment, including 350+ pieces of heavy construction equipment, 450 vehicles, 18 heavy haul trucks, 5 Cranes and a myriad of small ancillary equipment. Directly responsible for life cycle analysis, fleet sizing and utilization policies, equipment evaluations and annual appraisals. (Continued)

ROBERT TUCK – PAGE 2 Cell: 205-***-**** / Email: mib1x7@r.postjobfree.com

PROFESSIONAL EXPERIENCE, CONTINUED

Assisted with the development of equipment maintenance policies and procedures. Formulated 1st time equipment department budget exceeding $18M, capital expenditures and lease budgets exceeding $10M. Selected Accomplishments:

 Consolidated equipment fleet management into one location for multiple companies creating intense focus on fleet size, utilization and reduction of ownership costs.

 Established 1st-time annual budgets for combined equipment departments in excess of $18 million for equipment operations, $4M+ in capital lease and $6M+ purchase acquisitions and disposals.

 Establish equipment acquisition policies and guidelines for the centralized equipment department to eliminate non-essential equipment purchases and leasing.

ERS CONSTRUCTORS, Denver, CO, 2002-2009

Equipment Manager

Oversaw all aspects of equipment fleet involving up to 2,500+ pieces of equipment, including over 110 pieces of heavy construction equipment, 280 vehicles, 11 Class 8 trucks with trailers and 4 fuel/lube trucks; managed team and reported directly to the VP of Operations and CFO. Held full decision-making authority for the specification, acquisition and disposal of equipment assets. Directly responsible for life cycle analysis, equipment evaluations, annual appraisals, developing utilization schedules, establishing lease/rental terms and depreciation schedules. Hired, trained, supervised, and retained employees. Negotiated national supply chain contracts and incentives, established equipment maintenance policies and procedures, developed and implemented vehicle assignment policies, and redirected equipment usage for highest utilization. Formulated positive cash flow and planned/administered department budgets up to $8M, capital expenditures to $6M and capital lease budgets up to $4M. Selected Accomplishments:

 Increased equipment utilization from 77% to 91% through development of equipment reporting schedules, equipment availability guidelines and communication structure to division managers and field personnel.

 Consolidated maintenance into a single shop location and shifted the utilization of the maintenance team members to provide in-house vs. outsourced repair services, leading to savings of up to 40%.

 Revamped the direction, scope, and workforce within the Equipment department, reversing previous 4-year record of budget deficits and achieving positive gains in 4 of the last 6 years

 Reduced maintenance repair costs by 12% each year from 2003 to 2006, generated $2.6 million reduction in total fleet ownership costs, and cut costs $45,000 annually through outsourced services.

 Received 2 Safety Awards for over 70,000 man-hours/2+ years and over 30,000 man-hours/1+ year worked without a recordable incident, respectively. Initiated the 1-800 “Safe Driver” program.

AMERICAN CIVIL CONSTRUCTORS, INC., Littleton, CO, 1997-2002

Equipment Manager

Managed 4,500-piece diverse equipment fleet for heavy and light civil construction, supervising 4 direct reports in transportation, mechanic services, and administration (34 total personnel) while reporting directly to the company president. Developed fleet management strategies, capital expense and lease budgets, and preventive maintenance/service schedule plans. Formulated and managed $9 million-plus annual budget. Analyzed equipment cost and asset lifecycle to reduce costs, managed coordination of equipment utilization and transportation requirements, and established equipment resources for out-of-area projects. Selected Accomplishments:

 Reduced repair maintenance costs by $226,000 over a 2-year period through development of preventive maintenance and service schedules, including oil sampling programs.

 Served as a key member of the conversion team, developing the equipment segment and interface for a new JD Edwards accounting system. Developed solutions, processes and team training to ensure the system met the on time “Go Live” date. (Continued)

ROBERT TUCK – PAGE 3 Cell: 205-***-**** / Email: mib1x7@r.postjobfree.com

PROFESSIONAL EXPERIENCE, CONTINUED

 Recommended split of equipment department into 2 service areas (Heavy and Light Civil), resulting in improved communications/focus and service towards the needs of the company.

SAMSONITE CORPORATION, Denver, CO, 1992-1997

Production/Maintenance Supervisor

Managed three operation and productions areas within the plastic injection molding department with 25t - 500t machines, tooling, assembly line equipment maintenance and facility and building maintenance. Oversaw personnel, resources, processes, and projects. Selected Accomplishments:

 Converted 5-day work schedule into continuous 7-day schedule within the Injection Molding department without incurring overtime costs. Reduced labor costs by 4+% as a result.

MID-CONTINENT RESOURCES, INC., Carbondale, CO, 1982-1992

Maintenance Superintendent

Managed 180-piece underground and surface mining equipment fleet, supervising direct reports in mechanical and electrical services, and administration (12-direct reports and 102 indirect) while reporting directly to the Vice President and Manager of Mining Operations. Developed fleet management strategies, compliance strategies for various government agencies, and preventive maintenance/service schedule plans, coordinated rebuild and refurbish activities with onsite and local repair facilities. Analyzed equipment cost and asset lifecycle to reduce costs and managed coordination of equipment utilization requirements. Selected Accomplishments:

 Increased equipment maintenance availability in all areas of underground equipment and conveying systems by 15%+ over a 2-year period through development of preventive maintenance and service schedules, including oil sampling programs.

 Introduced and assisted with the development one of a first generation maintenance tracking systems for use in the underground coal mining industry.

 Performed in the operations function of Long-Wall Coordinator for a period of 14 months prior to receiving the promotion to Maintenance Superintendent, a position created to consolidate and focus the maintenance groups efforts between 3 mine sites, all surface areas and processing plant facilities.

 Progressed from the initial position of "Green Hat" diesel mechanic to the position of Maintenance Superintendent over a period of 6 years.

AMAX CORPORATION - HENDERSON MINE AND MILL, Empire, CO, 1980-1982

1st Class Welder/Mechanic

Responsible for the maintenance and repair of underground mining equipment, including diesel, electric and pneumatic power units. Performed welding and fabrication of equipment frame and structure, major component troubleshooting, repair or replacement of major and minor components and parts, "Drift Work" (the underground equivalent of a field mechanic) and other support functions within the mine. Periodically managed the "Lubrication Bay" for preventive maintenance and scheduled services of the underground fleet on the production level while reporting directly to the production maintenance shifter. Selected Accomplishments:

 Progressed from Diesel Mechanic Apprentice through 4 levels of position achievement to 1st Class Welder/Mechanic within a period of 14 months.

 Volunteered to serve in an additional role as Assistant Cager for the purpose of moving personnel and equipment to and from the surface areas of the mine during shift changes. (Continued)

ROBERT TUCK – PAGE 4 Cell: 205-***-**** / Email: mib1x7@r.postjobfree.com

PROFESSIONAL EXPERIENCE, CONTINUED

UNITED STATES ARMY, World Wide, 1972-1980

Staff Sergeant, E-6

Responsible for the training, health and welfare of all personnel under my command. Maintenance and repair of armored combat equipment and weapons. Development and support of tactical operations. Selected Accomplishments:

 Selected to attend the US Army's prestigious "Master Gunner" academy in Ft Knox, KY, one of 134 selected over a 5 year period.

EDUCATION & TRAINING

Certified Equipment Manager Program Association of Equipment Management Professionals

Mine Maintenance Management Colorado Mountain College, Glenwood Spring, Colorado

Automotive & Diesel Mechanics Central Texas College, Kitzingen, Germany

Managing Multiple Locations Skill Path Seminars, Albuquerque, New Mexico

Leadership Course, 36 Hours FMI Leadership Institute, Florissant, Colorado

Professional Membership Association of Equipment Management Professionals

CERTIFICATIONS

Certified Equipment Operator Since 1997 - Excavator, Wheel Loader, Dozer, Blade, Scraper, Compactor

Commercial Drivers License Since 1999 - Class A - Doubles, Triples, Tankers, (Hazmat Expired)

Surface Low/Med/High Voltage 1983-1993 Federal Certification - Expired

Underground Low/Med/High Voltage 1983-1993 Federal Certification - Expired

Underground Mine Foreman 1985-1998 Federal and Colorado State Certifications - Expired

M.S.H.A. Annual Refresher January 2010

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