Edward Carl Fredrick Gatzke

Background

Mr. Gatzke has over 29 years of experience in Project Delivery, starting as a carpenter in the eighties to project management positions with CH2M Hill. He has extensive overseas experience living and working in Egypt, Singapore, China, Malaysia, Australia, Algeria, The United Arab Emirates, and Qatar. His most recent work experience has concentrated on supporting distressed projects by implementing Lean Production practices and procedures. Other work experience includes program and project management, design management, BIM / 3D modeling, procurement support, construction management, Lean project delivery / Production management processes, and project supervision and field assignments. He has an extensive background reviewing / improving existing projects delivery methods and processes, project team communication, alignment of project teams (design, procurement, construction), and injury free environment protocols for a variety of projects including water/wastewater, environmental, energy, semiconductor fabrication plant design and construction, and semiconductor process tool equipment installations.

Relevant Experience

CH2M Hill – 1989 to 2000; 2002 to present

Energy

Qatar Solar Technologies (QSTec) – Doha, Qatar 2011

Engineering Manager.

Implemented simple project management processes – i.e. setting up team meetings and how to have an effective meeting. Help the project team begin to take control of their own destiny by managing the outstanding action items on a week to week basis, and learn how to make reliable commitments. Review, validate and optimize the Basic Design Packages prepared by the Technology Supplier, CH2M Hill and design subconsultants. Coordinate all technical interfaces to ensure satisfactory and timely flow-through of technical data and information between CH2M Hill, the Technology Supplier and the EPC Contractor Design Packages. Assist QSTec in the management and technical review of the Free Issue Turnkey and build-own-operate packages.

Wafer Manufacturing

GLOBALFOUNDRIES FAB AD-01 – Abu Dhabi, United Arab Emirates. 2010 - 2011

Project Management Support for Programming of a new foundry semiconductor manufacturing facility. Mobilized to the project to help re-establish the relationship with the client, move forward CH2M Hill’s scope of work to meet the milestone deliverable dates as was originally committed at the beginning of the project. Specific responsibility included managing six of the fifteen major milestone deliverables - risk management, master schedule, construction site logistics, overall client contracting strategies, supply chain, and cost estimate.

Energy

MASDAR City Abu Dhabi Future Energy Co., Abu Dhabi, United Arab Emirates 2009 - 2010

Interface Coordination Manager. Responsibilities included collaborating with the clients planning group, leading the interface coordination effort, as the process owner. Provided training and orientation of new projects/personnel on process, requirements, and responsibilities. Monitored each project’s schedule; defining interface activities and gaps/issues and capturing lessons learned for future activities. Facilitated coordination meetings, workshops, and report oriented meetings with the client, project management consultants, design consultants, and contractors, as required. Produced status reports reflecting critical issues and drove communication on items that required management action or decision. Supervised and supported CH2M HILL personnel (6-8) for the planning, project/construction management, and safety support responsibilities. Acted as a point of contact to assist client managers with internal personnel requirements. Support the quality management team in re-establishing a project wide quality management plan. Managed the revenue and cost related to CH2M HILL’s scope of services.

Interim Project Manager – assumed the internal Project Managers role for CH2M Hill. Standardized the processes and procedures for invoicing the client; establish frequent communication with the clents’ accounting firm to drive the outstanding accounts receivable to zero; working with the CH2M Hill Project Accountant to identify errors/costs/revenue in the EAC thus making the information in Project Insight accurate. Established basic project management procedures (ie – project instructions) to be used for the next phase of CH2M Hills’ scope of services.

Aerospace

NORTHRUP-GRUMMAN Ouargla-Tamanrasset, Algeria- 2009

Construction Manager. Responsibilities included supporting the client in evaluation of subcontractor proposals for the installation of infrastructure works (5 fixed sites) and fiber optic backbone (approximately 5000 km).

Water

GIPPSLAND WATER FACTORY Maryvale, Victoria, Australia – 2007-2008

Delivery Manager. Responsibilities included: the implementation of production management processes across all project teams (design, procurement, construction, commissioning). Project Management 101 processes were re-emphasized focusing on safety culture, project team trust and respect, making and keeping reliable commitments, and the project team managing their work as a collaborative unit (focusing on understanding how each action fits into the overall project activity and the impact on that activity). My primary goal was to reconnect the project team to company requirements for safety, quality, budget, and schedule while improving the teams overall performance. Established a plan for bid package commitments; verifying and committing to dates for bid, review, and awarded; aligned the design and construction team to work cohesively with the procurement team in order to meet project objectives. Worked with the design and construction teams to identify improvement opportunities and mentored to a cohesive team approach to completing the work.

Wafer Manufacturing

APPLIED MATERIALS Xi’an, Peoples Republic of China - 2007

CM Recovery Team Manager. Responsibilities included re-establishing safety processes and procedures, and then identifying and prioritizing the CSA and MEP areas of the building that had to be completed by the client’s grand opening milestone date. Let the CM expatriate and local site team in identifying outstanding open items, bringing items to closure, and commissioning all systems to meet project schedule. This 106,000 ft2 project was located on 25 acres and featured a global support center for continuous improvement projects for 200mm semiconductor equipment.

SEAGATE MALAYSIA J1 Substrate Facility, Johor Bahru, Malaysia 2006 - 2007

Preconstruction Services Support Manager. Established the project execution plan, project instructions and the CM workplan. Interviewed local Malaysian staff for project positions and established initial expatriate support. Interviewed and set up preconstruction subcontracts (temporary works and piling); established baseline project schedule and budget estimate.

CONFIDENTIAL CLIENT Hillsboro, Oregon – 2002 - 2005

Project Manager. Responsibilities included assisting with the management of construction of four hundred 300mm process tools; managing work to project schedule, managed to an Injury Free Environment (IFE), and managed site team and trade contractors. Implemented lean construction techniques; introduced 3D modeling into the construction process to eliminate utility routing conflicts.

CONFIDENTIAL CLIENT Hillsboro, Oregon

Tool Hook-up Construction Manager. Managed a process specific integration team and included responsibilities for cost and schedule management of the 300mm process tool hook-up of the ETCH functional area of the D1D Fab. The scope included architectural, mechanical, and electrical work for each ETCH process tool, including management of functional area cleanroom protocol. Introduced lean production techniques and Strategic Project Solutions (SPS); which helped the team implement lean production methodologies for efficiency with the CM team and trade contractors.

NOVELLUS SYSTEMS, INC. Tualatin, Oregon – 2000 - 2002

Project Manager. Responsibilities included overall budget and schedule management for the design of the mechanical, electrical, and process systems; procurement of long lead mechanical and process equipment; and overall budget and schedule for the construction. Project scope included remodel of approximately 60,000 ft2 of existing manufacturing and office building space, with 15,000 ft2 of new Class 1-10,000 cleanroom for 300mm tools; project budget was approximately $21M.

CONFIDENTIAL CLIENT Hillsboro, Oregon 1999 - 2000

Area Readiness Manager. Responsibilities included tracking and providing support for the Op Ready and Area Ready checklists; interfaced with the base build general contractor and client area project managers.

CONFIDENTIAL CLIENT Hillsboro, Oregon

Architectural Work Group Lead. Led architectural activities from design through construction and final turnover (Area Readiness). Responsibilities included validation of the architectural design, material take-offs (with CM and subcontractors), driving the project schedule to completion, turn-over of areas (meeting client’s milestone dates), and controlling in-scope and out-of-scope work to keep the architectural and cleanroom expenditures under budget. Overall architectural/cleanroom budget was approximately $8M. Fit-up of approximately 25,000 ft2 of Class 1 cleanroom for Phase 4 (300mm) of the RB1 building.

CONFIDENTIAL CLIENT Hillsboro, Oregon

Area Construction Manager. Responsibilities included cost and schedule management for the architectural portion of construction; architectural and protocol contracts administration, review of construction schedules, quality control of cleanroom materials, and construction including clean build and cleanroom protocol. Managed architectural construction from issuance of construction documents through the end of construction and final turnover (Area Readiness). Fit-up of approximately 5,000 ft2 of Class 1 cleanroom (300mm) for the base build portion of Phases 3b (Test Wafer Regen) and 3c (Test Wafer Gen) in the RB1 building. Overall project budget approximately $10M.

MOTOROLA Tianjin, Peoples’ Republic of China - 1998

Site Design Manager. Responsibilities included coordinating lead engineers in Portland with design subconsultant in Tianjin; issuing local design packages; coordinating contractor submittals and requests for information; and managing schedule of design package delivery dates to the contractor. Project was a 310,000 ft2 bump, assembly, and test facility adjacent to the MOS-17 facility.

MOTOROLA Tianjin, Peoples’ Republic of China

Cleanroom Systems Design Manager. Responsibilities included coordination of lead disciplines with the turnkey cleanroom vendor, cost and schedule management, drawing package and specification reviews, issuance of the package to the owner and construction manager, and review and issuance of the clean-build and cleanroom protocol specification. This project was started in 1995 as a 34,500 ft2 Class M1 cleanroom, and was increased in size by Motorola in mid-1997. Involvement started at the beginning of programming and continued through bid and award of the turnkey cleanroom system. Overall project budget was approximately $300M.

SGS-THOMSON Singapore - 1997

Construction Manager. Involvement with this fab building shell and process systems project (AMK 8) started while piling was being installed and concluded when the project was put on hold (client request). Overall project budget was approximately $180M. Responsibilities included cost and schedule management for design and construction of all architectural, mechanical, electrical, and process systems packages. Additional responsibilities included management of clean-build and cleanroom protocol and multi-subconsultant communication and coordination.

CONFIDENTIAL CLIENT Singapore - 1997

Construction Manager. Responsibilities included cost and schedule management for design and construction, contracts administration, cleanroom protocol, and project team coordination and communication. Scope encompassed design/build fit-up of three floors of an existing eight-story building. Overall project budget was approximately $20M.

CONFIDENTIAL CLIENT Singapore - 1996

Construction Manager. Responsibilities included cost and schedule management for design and construction, contracts administration, cleanroom protocol and project team coordination and communication. The design/build of a 180 gpm RODI water system to upgrade IJMS business unit RODI water system capabilities. Overall project budget was approximately US$4 million.

AT&T Orlando, Florida - 1995

Project Manager. Design/build of 34 process equipment installations at AT&T’s OR-DDL Phase 1 expansion. Involvement with this project started during schematic design and concluded one month before the end of construction. Overall project budget was approximately $2.5M. Responsibilities included cost and schedule management for design and construction, contracts administration, cleanroom protocol, and project team coordination and communication.

CONFIDENTIAL CLIENT Aloha, Oregon – 1993 - 1994

Project Manager. Responsibilities included management of design teams and trade contractors for the design and installation of new process equipment, development and implementation of design and construction schedules and budgets, construction quality control of work and materials including clean build and cleanroom protocol, and monitoring of construction costs. Involvement with this project started at the beginning of tool hook-up design and concluded with Safety Level 2 sign-off of the process tools and final turnover to the client. Overall project budget was approximately $5M. (Fab 5).

CONFIDENTIAL CLIENT Rio Rancho, New Mexico -1992

Site Design Manager. Involvement with this project started at the beginning of programming and concluded with the final site design package issued and field construction in progress. Overall project budget was approximately $400M. Responsibilities included team communication on design issues with the client, schedule management of design package delivery dates to the contractors, and contract administration and cost management of subconsultants. (Fab 11P2).

CONFIDENTIAL CLIENT Santa Clara, California 1991

Construction Manager. Involvement with this project started at the issuance of construction documents and concluded at the end of construction and Safety Level 2 sign-off of the process tools and final turnover to the client. Overall project budget was approximately $25M. Responsibilities included development and implementation of construction schedules, construction quality control of work and materials including clean build and cleanroom protocol, and monitoring of construction costs. The project included installation of 125 process tools and various specialty gas valve manifold boxes to accommodate the client’s process upgrade from 150mm to 200mm wafers (D2 P850 project).

Other Industry Experience

FRITO LAY, INC.

Construction Manager. Managed installation of a new potato processing equipment for two separate potato chip lines. Involvement with this project started during design development and concluded at the end of construction and system turnover to the client. Project budget was approximately $2.5M. Responsibilities included cost and scheduling management of trade contractors, and tracking, receiving, and installation of owner purchased process equipment.

PACIFIC TELECOM CABLE Pacific City and Portland, Oregon – 1989 - 1990

Construction Manager. Responsibilities included cost and scheduling management of trade contractors, construction quality control of work, contracts administration, and project team coordination and communication, for the installation of two new fiber-optic terminal facilities. Involvement with this project started at issuance of construction documents and concluded at the end of construction and building/system turnover to the client. Project budget was approximately $5M.

Cooper Consultants , Tigard, OR, 1987 - 1989

ENVIRONMENTAL PROTECTION AGENCY Monterey Park, California - 1989

Site Superintendent. Responsibilities included cost and scheduling management of trade contractors and construction quality control for the improvement of a landfill leachate collection system at an EPA Superfund hazardous waste site.

WESTPOINT WASTEWATER TREATMENT PLANT Seattle, Washington - 1989

Assistant Project Scheduler. Assisted in the development of the construction schedule for the upgrade of Seattle’s main wastewater treatment facility.

GENERAL ORGANIZATION OF THE GREATER CAIRO WATER SUPPLY SYSTEM Cairo, Egypt -1988

Assistant Project Scheduler. Responsible for the development of a construction budget in U.S. dollars and Egyptian pounds, and development of the design and construction schedule for the Rod El Faraq Distribution System water supply project.

Personal

Live and play in Government Camp, OR, at the base of Mt. Hood

Higher priority interests: Cycling, Skiing, Mountaineering, and Windsurfing

Contact this candidate