DAVID B. WILLIAMS

• Provided Assessment, Feedback, Coaching, and Support to Fine Tune Leadership Skills
• Provided Innovative Consulting Skills Align Business Process Improvement Supporting Executive Achieve Set Goals and Create Success for Organization
• Oversee, Monitor, and Update Company Profit and Loss Statement through QuickBooks Online
• Created Business Plan, Strategic Vision and Leadership for a Start-up Company – Efforts
• Enhanced Communication, Interpersonal Time Management, Stress Management Skills and Work-life Balance.

Created an efficient system for tracking project milestones, resulting in improved accountability among team members.

• Worked directly with production personnel to resolve production scheduling issues and conflicts.
• Presented progress reports regularly to mid-level management during project updates meetings.
• Scheduled and updated Capital work and reported results to Capital contractor resource for 15-25 projects

Improved project outcomes with scheduling and progressing 20-25 tank repairs

• Streamlined project timelines, coordinating with maintenance department to ensure on-time delivery of planning initiatives.
• Provided schedules for SAP planning and implemented into to P6 schedules for Maintenance Management for Outages for VCM1/VCM2 units

• Lead the Development and Implementation of Work Processes and Tools to Ensure Accurate Cost and Schedule Tracking, Reporting and Forecasting Team
• Collaborated with Turnaround Management Teams to Ensure They have Timely, Accurate, Reliable, and Forward - Looking Cost and Schedule Information for Decision Making
• Advanced Knowledge in Leading Project Controls for Turnarounds in Petrochemical or Refinery Facilities
• Advanced Knowledge in the Application of Project Controls Principles and Techniques to the Problems of Project Planning; Cost Estimating; Cost Engineering; Schedule Risk Analysis, Earned Value Analysis, Program and Project Management; Planning and Scheduling; Cost and Schedule Performance Measurement, and Project Change Control
• Develop, implement and Maintain Company Project Controls Standards, Guidelines, and Tools that can be Efficiently used on all Company Turnarounds, Maintenance Outages or Projects.

• Promoted to Senior Vice President, Responsible for Overseeing Corporate and Regional Operational Management in U.S
• Reporting to President and CEO/Owner
• Reviewed and Approved Contractual Agreements Terms and Conditions, P&L Responsibility for $200M company
• Approved Contractual Agreements Terms and Conditions, Developed Capital Outlay, Monthly/Yearly Cash Flow
• Responsible for Development of Turnaround Scope, Schedule, Budget, and Execution Plan for Projects/Turnarounds
• Established Organizational/Turnaround Strategies and Deliverables for the Refinery Maintenance and Project/Turnaround Teams
• Defined and Enforced Consistent Key Measures to Drive Cost Effectiveness, Improvement and Motivation for Project/Turnaround Planning and Execution.

• Responsible for Process of Implementing a Mechanical Service “Startup Company” while Overseeing Overall Corporate and Regional Operational Management in U.S
• Reporting to President and CEO/Owner
• Provided Analytical Input into Company P&L’s, Asset Purchases, Rental Agreements and MOC Approvals, Standard Operating Procedures, Developing Roles & Responsibilities
• Drove Optimization of Work Scopes by Facilitating Scope Reviews and Challenging Critical Paths with VP Mechanical and Directors
• Managed Project/Turnaround Execution with VP Mechanical and Directors During all Phases of the Event in accordance with Client Management, Ensuring Compliance with Safety, Environmental Standards, Regulations and Work Processes.

• Managed the Project Scheduling‎, Cost and Earned Value‎, Change Control Process‎, Revenue Recognition‎, Resource Tracking and Reporting Processes
• Responsible for the Gathering and Development, Integration and Oversight of Turnaround Scope From all Departments including Inspection, Maintenance and Engineering
• Comprised Master Schedule, and Execution of all Project Controls, Cost, Reporting, Scheduling, while Implementing Best Practices Policies, Procedures
• Insured that Proper Systems were Developed, Implemented, Maintained and Employed that Provided Project and Operational Management Responsibility
• Assisted in the Project Set-up and Close-out Work Processes Ensuring Adherence to Company Standards and Contractual and Regulatory Requirements.

• Managed Core Team Assigned to Site Turnaround Department Compiling Work-scopes, Work Breakdown Structure (WBS), converting Estimating Data into a Work Breakdown Structure, Cost Control, Forecasting, Reporting, Scheduling, Resource Planning Systems, Risk and Change Management and Basis of Quantitative and Qualitative Management for Company-wide Turnaround 4-Year Initiative
• Supervised Day to Day Work During Turnaround Phases, Providing the Necessary Guidance on all Decision-making Activities
• Removed Barriers (Alignment, Resource Constraints, Work Processes) to Ensure Successful Execution of Events
• Supported Participation within Refinery Leadership Team (RLT) Ensuring Planning, Estimating and Scheduling Functions for $200M Turnaround Process within the Refinery Met Their Strategic Core Values, Goals and Expectations.

• Worked with GM SWM, Contracts and Administration Manager to enhance Profitability and Bottom-line Performance
• Accountable for Contract Administration of Commercial and Government Projects
• Interpreting and Negotiating Contracts and Awards with Government Liaisons and Senior Management for Compliance and Schedule Performance
• Supervised Administrators, Negotiators, Estimators, and Material Planners; reviewed Man-hour Estimates for Accuracy and Completeness
• Developed and assisted General Manager in Presentation of Budget Analysis for incrementally Optioned Projects in the amounts of $250K to $3M to Senior Management adhering to all Requirements of the Federal Acquisition Regulations (FAR)
• Incorporated Specialized Estimate Reviews on Significant Projects with Project Managers and Contractors Reducing Cost Overruns from 10% to an Average of 2% or Less.

• Led Development of Standardized Project Control Processes, Methodologies, Systems and Tools to improve Refinery Maintenance Outages and Project/Turnarounds
• Estimated Risk and Change Management, Planned/Scheduled Work Activities, Cost Control, Progress Measurement and Reporting
• Analyzed and Resolved Resource Allocation, Positive or Negative Float, Improper Logic/Loops, Excessive Open Ends, and Constraints
• Developed Preliminary Phase Gate Cost Estimates, Scope, Work Breakdown Structures (WBSs), Resource Loaded Project Schedules, Budgets, and Estimates at Completion (EAC) and Earned Value Management (EVM) for Projects
• Provided Cost Analysis and Budgets for various Projects of $5M to $70M, including the Vital Mid-Crude Revamp Project which Represented $25M in YoY Revenue Growth
• Served on Cross-Functional Team for Company-wide Turnaround Process and CMMS Implementation Teams.