Owner, Principal Resume Example
Success throughout career as a contributor and manager, building effective relationships across the organization with equal ability to relate and communicate among technicians, peers and senior management. A leader in operations, major projects and organizational change as both primary functions and secondary function serving as an internal consultant. Deep understanding and skills in process improvement, management of change and operational excellence strategy and implementation. Proven ability to leverage skills and relationships built on trust and respect to implement improvement changes in the face of adversity. Built and sustained tool kits to facilitate managing as well as sharing information with various stakeholders. Hold a Master's Degree as well as PMP and Six Sigma Green Belt certifications with additional experience in TapRoot Analysis.
|
|
* October 2015 Women of Distinction Magazine Cover
* National Association of Professional Women, VIP Member
* Reduced oil gain/loss by 2/3 in a two year time capturing lost revenue for more than $1.5 million barrels a year.
* Authored Operational Excellence Strategy working with Senior Management for Implementation and System Assessment.
* Post acquisition, led several project teams to bring assets operational under pressure from producers and management.
* Introduced and taught on site safety management among group of project managers to reduce incident rates.
* Mentored peers and staff throughout career.
* Developed a suite of projects to enable TAPS to operate done to minimum flow rates. Worked with senior management and owners for approvals.
* Played a key role in defining and negotiating technical services in an alliance agreement.
* Led a team to define and build infrastructure in remote CO to not only support drilling but also long term operations and production activities.
* Led FEED efforts associated with four refinery upgrade projects, including business development with crude suppliers.
* Oversight and leadership of six pipeline operating areas, consisting of nearly 6000 miles of pipeline, four products terminals, four crude tank farms and interconnects with third parties.
* Led cleaning and commissioning of an 800-mile pipeline project.
* Led Operations Control room, consisting of eight consoles, staffed by 54 people operating 63 pipeline systems and hundreds of facilities.
- Consulting business owner, leveraging over 25 years of experience in the oil and gas industry.
- Areas of experience and service offerings commiserate with profile including Operational Excellence, Project Management, Construction Management, Facilitation, Measurement System Assessments, Asset Due Diligence Analysis, Operations SME, Safety Assessments, Engineering Package Review and Technical Writing.
- Staff provided expertise to the organization in the area of custody measurement and quality.
- Process owner for quality measurement, crude oil quality, inventory management, lab analysis, crude blend quality and defining maintenance and operating parameters for equipment.
- Customer relations, associated with connection agreement definition and complaint resolution.
- SME and Manager for specifications, design and implementation of measurement and quality stand-alone projects, as well as supporting these efforts on large integrated projects.
- Collaboration with engineering and projects on process improvements and standards development.
- Lead role on strategic teams working to implement cultural and organizational changes to match changes in the market depends.
- Including: Operational Excellence, Management of Change, Service Life Cycle for Business Development, Project Process improvement and marketing efforts with Pipeline Companies business development.
- Post acquisition of the Caiman assets, responsible for a staff of Project Engineers, Contract Engineers and Project Managers, as well as direct Project Management for a Cryogenic Plant, Fractionation Facility, Compressors Stations, more than 20 Central Receipt Points and several Pipeline Interconnects.
- Many challenges associated with the transition, not only implementing changes to meet Williams but also industry standards. Included the need to correct safety issues with the original design.
- Worked successfully to meet aggressive start-up timelines of the third phase of the Cryo and the first phase of the Frac plant. Accomplished by leveraging external engineering firms with a good performance history, getting senior management input to approve direction and looking for parallel paths and creative solutions to resolve problems.
- Hired staff to support all the work associated with these assets, not only the current needs but anticipated future needs.
- Responsible for Project Management for midstream compressor station projects.
- Served as a mentor to other project managers and consulted on their projects. Consultation ranged from contractor management, design issues and safety.
- Served as a leader in the group and was a champion for safety programs on construction sites, starting a weekly safety audits program.
- Took a leadership role in conducting Lessons Learned reviews for completed projects and broader sharing of those results.
- Created a tool-box for the project engineers and project managers to help promote consistency among the team.
- Responsible for Project Management for the Trans Alaska Pipeline System (TAPS).
- The integrity projects involved bringing critical below ground infrastructure above grade such that it could be inspected. ~$80M installed value.
- The continued flow projects were associated with the continuing decline of production and therefore through-put on TAPS. With declining flow comes serious operating issues and concerns of ice and wax formation during winter operations.
- The Crude Oil Heating and Heat Retention suite of projects consisted of recommendations by an engineering and operations team led during late 2010 and early 2011.
- The suite of projects was to be developed over a six to eight year period. The entire suite held a total installed value of between $500 million and $800 million.
- Re-insulating the pipeline which was part of the research would have been an additional $800 million to $1 billion installed.
- Led the organization by developing the suite of projects to have a building block approach and ability to spread the capital investment, defining the program management staffing requirements, developing the business plan and presenting to the Owner Company representatives.
- Collaborating with operations and other subject matter experts to bring the best solutions forward.
- Responsible for Project Management for energy industry clients.
- Took on proposal submission responsibilities, including overseas proposals for locations such as Abu Dhabi and Libya.
- Created tools to improve internal performance of project teams, including proposals guidelines, FERC filing support activities lists and international subcontractor lists.
- Played a lead role in establishing an Alliance with a gas transmission company. Continued to have an ongoing leadership role in creating tools and standards for the alliance once the working arrangement was underway.
- Managed large projects and more than a dozen smaller ones for this client, with a total installed value of over $150MM.Projects ranged from capital maintenance to growth projects.
- All planning and construction activities associated with preparing for the development of a new natural gas field.
- Led a construction team consisting of nearly 100 employees in the development of drilling locations, pipeline design and installation, facility design, mechanical installation, and cost savings initiatives.
- Other responsibilities included local permitting requirements, land relations with surface owners and industry group participation.
- Tactical business and commercial development as well as the long term strategic plan for MPL.
- Specifically, the Special Projects Coordinator role involved the mechanical feasibility, economic analysis and support for projects impacting MPL assets.
- Leadership role for the MPL asset development to support major refinery upgrades and expansions. Pipeline expert to the project as well as the business relationship arm.
- Role required the effective communication and scope development with engineering, supply and distribution, marketing and MPL pipeline processes.
- Strategic Planning meetings and logistics teams were two mechanisms utilized to drive results and build relationships.
- Engaging in and helping to lead the engineering process, supporting the communication planning, risk analysis and underlying project tools has served as a team foundation.
- Led due diligence reviews of pipeline assets being considered for purchase from other owners in industry. This activities included field visits and data room activities, followed by recommendations and reports related to strengths and risks associated with the given asset.
- Superintendent position entailed a range of responsibilities and roles including manager, stakeholder, project lead and executer.
- This position encompassed responsibilities including region leadership, conflict resolution, process support, assuring conformance with approved processes, driving process improvements, managing abnormal operations, providing subject matter expertise, risk management and disciplined decision making, liaison with third parties, and emergency response incident command functions.
- Directed day-to-day operations and maintenance as well as reactive operations and maintenance for the six operating areas in the region. This direction included review and approval of all project work and work plans.
- Served as a liaison with corporate process owners, providing subject matter expertise from the field perspective.
- Led cross-functional teams to improve processes including project planning and response to abnormal situations.
- Responsible for submitting and managing a $17 million Region budget.
- Approximately 100 operations and maintenance technicians and leaders reported to the Superintendent.
- Led third party Engineering firm in the development of the detailed commissioning plan including the strategic and operational objectives.
- Provided problem resolution for product quality issues, pipeline cleaning, regulatory issues and interface with two partnering companies (TEPPCO and Duke Energy).
- Effectively communicated corporate importance of the project to District Operations Managers to provide personnel to staff the efforts.
- Continually monitored the four construction projects leading up to commissioning and kept the development of the commissioning plan off critical path.
- Created work schedule and facilitated training for 100 employees involved in commissioning process.
- During commissioning managed the employees and efforts through and ICS like structure and detailed plan.
- Played a lead role on a feasibility study team reviewing a large project for corporate growth.
- Led group discussions in analyzing the information gathered both from an operational perspective and a financial perspective in terms of risk and ROI.
- Presented the proposal and recommendation to executive management.
- Directed 24/7 pipeline operations.
- Daily involvement in problem solving and analysis activities related to 63 pipeline systems, training and performance management of 50+ employees, and customer service for both internal and external connecting pipelines, refineries and gas plants.
- Fostered a positive work environment through the development of a 'Pats on the Back', Recognition Program. This program was the forerunner of what became a corporate awards program known as MAPAwards.
- Negotiated and resolved operational issues during the transition of operatorship of Platte Pipe Line.
- Provided leadership and expertise to large new asset projects and upgrade projects including the Neptune Gas Plant connection, Centennial Pipeline, Cardinal Pipeline, Catlettsburg Refinery redesign and Patoka Tank Farm remote operations upgrade.
- Negotiated operating terms and agreements with third party pipelines including Oil Tanking, Buckeye and TEPPCO.
- Planning Section Chief within the Corporate Emergency Response Team, utilizing incident command skills.
- Served as the lead auditor which involved planning the audit, directing the activities of the audit team, writing the final report and effectively communicating with audited department management the issues that needed resolved.
- Conducted information systems and internal control reviews in every upstream region and every refinery within the Marathon family including; LNG tankers, Off Shore Platforms and International locations, while traveling 75% of the time over the three year period.
- Wrote Windows NT standard audit program.
- Wrote SCADA system audit program.
- Developed Internet Firewall standard audit program.
- Enhanced UNIX audit program through incorporating new tools and more detailed instructions.
- As part of this auditing role was ask to leverage operations expertise to participate in the due diligence activities associated with a joint venture and ultimate purchase of Ashland Oil.
- Activities included many field visits, data room documentation reviews as well as providing risk analysis associated with the various assets from refineries, to pipeline to tank facilities and terminals.
- Monitored, analyzed and controlled pipeline operations from a remote Operations Center.
- Minute-by-minute evaluation of changing pipeline conditions, ultimately responsible for detecting releases.
- Experienced two releases while running the console, recognized events in less than a minute, implemented proper procedures to shutdown the system and make notifications.
- Responsible for leading a project team of both peers and superiors reviewing API Recommended Practice 1118 from June 1991 to January 1992. A training manual was developed including procedures, key unique operating tips for each system, and quizzes. The body of work was presented to management and implemented.
- Directed a team of peers (analysts and schedulers) to define system interface issues and design specifications for a new SCADA system.
- Represented the analysts with management in negotiating a pager policy that was agreeable to both parties in October of 1993.
- Assigned as a shift leader in May 1994 through October 1994 to compile database design documentation for the new SCADA system.
- March 1995 to March 1996 temporary assignment, responsible for database and display design work for the new SCADA system.
After gaining valuable work experience for more than ten years, went back to school to complete a Masters Degree. Graduated with a 4.0 GPA.
Various Engineering Studies
Took a double major while attending Defiance. Upon graduating with my BS is Computer Science had completed all but two courses for my pre-med degree.
Computer Science degree with a Business Emphasis
I enjoy all kinds of activities including: golf, cycling, photography, travel and hiking. I am an avid reader and spend time relaxing with a good book for at least a few minutes every day. Along with being a sports fan, I have plenty to keep me busy during my time away from work.
- Pipeline Hydraulics
- TapRoot Analysis
- Visio
- Microsoft Project
- Primavera
- Kaizen Events
- Lean Six Sigma
- Project Management Practices
- API Standards
- ASTM Standards
* Familiar with API and API standards having participated in work groups.
* Operational Excellence: inclusive of management consulting, strategy, process mapping, process improvement and management of change.
* Business development activities including due diligence, negotiation and turn over planning.
* Project and Construction Management, including software implementation.
*Certified PMP and Six Sigma Lean & DFSS Green Belt
DISCLAIMER
Resumes, and other information uploaded or provided by the user, are considered User Content governed by our Terms & Conditions. As such, it is not owned by us, and it is the user who retains ownership over such content.
How this resume score could be improved?
Many factors go into creating a strong resume. Here are a few tweaks that could improve the score of this resume:
- Completeness
- Formatting
- Word choice
- Measurable results
- Strong summary
- Typos
Resume Overview
School Attended
- Aveta Business Institute
- PMI
- Tiffin University
- Ohio State University
- Defiance College
Job Titles Held:
- Owner, Principal
- Manager, Loss Control
- Manager, Projects OVM
- Senior Project Manager
- Project Manager
- Planning and Construction Supervisor / Project Manager
- Special Projects Coordinator
- Operations Superintendent
- Centennial Pipeline Commissioning Manager
- Project Specialist
- Supervisor Operations
- Advanced Information Systems
- Pipeline Operations Analyst
Degrees
- Certificate : Six Sigma Lean & DFSS Green Belt 2015
Certification : Project Management Professional 2009
MBA : Business 2002
Certification and Continuing Education : Various Engineering Studies 2000
NA : PreMed 1989
Bachelor of Science : Computer Science 1989
Similar Resumes
