Donald Lacey
Calgary,Alberta
Summary
November 10, 2022 25 years as a Senior Leader, Executive, Manager, Plant Director 10 years as a CPE of large processing facilities in P&P and O&G 10 years of experience in Maintenance Management and CMMS 10 years as a Process Operator and Lead Hand Member of the Institute of Power Engineers Implementor of OMS and PSM Program structure Experienced Project Manager for heat recovery, gas storage, electrical generation Proven record of financial management and accountability Proven record of change leadership and change management Excellent interpersonal skills with a background of coaching and human development Experience in negotiating Union Contracts Highly ethical, persistent and success orientated and capable of determining objectives Belief in developing open communication at all levels with an emphasis on team engagement. Over the last 35 years of a diverse career, I have used my extensive training and experience across all facets of change leadership, project stewardship and employee development. In many cases where no established method or practice had been developed, I took initiative to create them, teach them and employ them. Many of these methods were proven essential during the recent challenges presented by the covid pandemic. Depending on experience level, and where appropriate, I have personally led teams through several difficult initiatives on right sizing business resources for today’s economic challenges. The outcomes from these high-performance team initiatives resulted in significant financial returns, but more importantly there were increases in asset safety, asset environmental compliance, reliable productivity, and a more engaged workforce. This leader focus was recognized during my tenure with West Fraser Timber as their Chief Power Engineer, when FM Global Insurers presented myself and my team with awards in two consecutive years for Risk Management Excellence in Canada. I have been very successful in forming Cross Functional teams where improved relationships across departments resulted in higher employee development and productivity through cross training and exposure to strategic thinking. These employees were formed into working groups, or project support teams that led several strategic initiatives which improved maintenance productivity and plant reliability/availability, while reducing the number of safety and environmental incidents. By focusing heavily on Process Safety Management fundamentals and refreshment of the PSM standards we were able to improve our employee awareness and functionality with the elements of PSM at the grass roots level. Most recently I focused my attention to developing better inhouse understanding of ESG opportunities and the cross ties to potential capital and maintenance projects. In the last 15 years, I have organized several project work teams and supporting governance committees that delivered on four organizational rationalization projects in the Midstream space. In one example, Spectra transferred me to a struggling business unit consisting of 10 sour gas processing plants in NEBC and NW Alberta. These plants were lacking administrative systems and processes that had to be integrated across the operating assets. Working with a skilled team we were able to establish basic business systems and interconnect data streams using Osi-soft Pi. Once we completed the field data capture, I worked with others to form a corporate group called the Central Business Reporting System which is an active and vital system in place today for connecting and disseminating field data to corporate system interfaces. Later, after joining Plains Midstream Canada, I was asked to lead a full overhaul of the midstream assets from Empress Alberta to Sarnia Ontario as well as all integrated pipelines, caverns, storage tanks and terminals. Using similar processes, I was able to interconnect all the fractionation plants by creating relatable dashboards in the US and Canada.
Overview
28
28
years of professional experience
Work History
President
DBL Solutions
01.2022 - Current
- Enhanced company performance by implementing strategic plans and overseeing daily operations.
- Developed strong partnerships with cross-functional teams for improved collaboration and efficiency.
- Streamlined organizational processes by evaluating current systems and implementing improvements.
- Increased customer satisfaction through continuous improvement initiatives and excellent customer service.
- Delivered operational excellence by optimizing resources, processes, and overall cost structure.
- Inspired innovation by creating an environment that encouraged creative thinking and problem-solving capabilities.
- Navigated complex regulatory environments while maintaining compliance across all aspects of the organization''s operations.
- Adopted cutting-edge technologies to improve productivity levels within the organization.
- Developed and implemented new strategies and policies to establish long-term business objectives and provide strong and sustainable organizational leadership.
- Reduced operational costs through strategic cost management initiatives.
- Supported project management team for optimal performance.
- Prepared annual budget forecasts and monitored performance to meet organizational objectives.
- Developed and implemented new strategies and policies in collaboration with executive partners to establish and achieve long-term business objectives, providing company with strong and sustainable organizational leadership.
- Employed optimal safety practices to reduce worksite complaints and hazards.
- Spearheaded development and implementation of distributed organizational structure to increase efficiency.
- Established and maintained strong relationships with customers, vendors and strategic partners.
- Managed financial, operational and human resources to optimize business performance.
- Oversaw business-wide changes to modernize procedures and organization.
- Communicated business performance, forecasts and strategies to investors and shareholders.
- Directed technological improvements, reducing waste and business bottlenecks.
- Created succession plans to provide continuity of operations during leadership transitions.
- Devised and presented business plans and forecasts to board of directors.
- Collaborated with legal, accounting and other professional teams to review and maintain compliance with regulations.
- Developed innovative sales and marketing strategies to facilitate business expansion.
- Represented organization at industry conferences and events.
- Monitored key business risks and established risk management procedures.
- Monitored financial performance and implemented measures to enforce compliance with budgetary standards.
Vice President
Plains Midstream Canada
01.2016 - 01.2020
- North American Operations Integration and, To address the challenges of higher costs and contracting business in changing markets PMC recognizes the need to reorganize foundational programs and processes
- The purpose of this new role was to develop, lead and execute on strategies that integrate PAA and PMC operations workforces, enhance productivity, and eliminate irrelevant border limitations respective of all regulations and jurisdictional requirements while meeting health, safety, environmental and business targets., As the VP of North American Operations, I safely, reliably and responsibly operated and maintained Field Operation assets while achieving the goals of the Operations strategic plan
- By achieving industry leading operational performance compared with other North American Midstream companies, my efforts ensured that the goals, commitment, and objectives of the Operational Policies were met, and that Operations delivered the Company’s Commercial, Asset and Business development objectives
- Plains responsibilities include:
- Develop, implement and optimize organizational structure and workforce plans necessary to meet Plains’ objectives for efficiency and profitability
- Select, train, and develop a competent and dedicated staff and organize, direct, and lead them as a team to achieve company objectives
- Annually, set the context for annual planning
- Outline a vision and strategy for PMC Operations that adequately bridges the current state of the Operations group capabilities with the future business needs and ensures competitive performance with industry peers in North America
- Annually, prioritize and coordinate Operations long-term Maintenance Capital Expenditure Plans, operations efficiency and risk mitigation plans, and operations service contracts, ensuring that they align with the long-term asset lifecycle plans for NGL and Crude assets
- Annually, prioritize and coordinate operational efficiency and risk management plans, ensuring that they align with the long-term asset lifecycle plans for NGL and Crude assets
- Integrate and coordinate annual plans ensuring the unification and standardization of corporate and business unit programs, processes, assets, people and technologies
- Demonstrate a consistent commitment to excellence in safety, hazard and risk management with the goals of safeguarding human life and protecting physical property and the environment
- Provide leadership and direction with respect to Plains commitment to driving a zero-incident culture
- Assure that all processes that identify, assess and mitigate operational risks are adequately established and maintained
- Assist the Plains’ senior management in the development, implementation, and refinement of a strategic plan and provide best-advice before decisions are made
- Establish and continually improve the process for annual planning in the operations area that includes annual budgeting, capital, and manpower plans
- Annually, assist PMC’s VP Commercial Assets in the development of a 10 year market, financial and risk outlook for existing PMC assets, along with proposing lifecycle and utilization strategies related to the those assets
Director of Operations-Calgary
Plains Midstream Canada
01.2014 - 01.2016
- PMC is a diverse sour gas processing, Fractionation, LPG and Crude Oil storage and transportation company with assets in the USA and Canada
- In my role as the Director of Operations for PMC I managed sour gas processing operations, large fractionation facilities in Alberta, Saskatchewan and Ontario, associated pipelines and cavern storage as well as rail and truck terminal in the US and Canada
- Plains responsibilities include:
- Leadership and Operational responsibilities for the Empress Fractionation Facilities and Joint Venture Agreements with a total throughput capability of 6.BCF/Day
- Operational responsibilities and business development for the Steelman and Glen Ewen areas for south Saskatchewan focused primarily on solution gas processing and liquids management
- Kerrobert Saskatchewan LPG pipelines and Cavern Storage facilities and pipelines
- Sarnia fractionation, Cavern storage, Truck Load terminal and Rail load and unload terminus with a throughput capability of 135,000 BOE/day
- Windsor Cavern Storage and Truck / Rail loading, St Clair Michigan Cavern storage and truck terminus, Green Springs Ohio bullet Storage and associated truck and rail rack loading
- Development of Company OMS and PSM Programs and structure
- Operations Management Team Development
- Interface with Business Development and Project conceptualization
- Interface with Commercial for LPG marketing and Scheduling
- Provide subject matter expertise on acquisitions due diligence and new business opportunities
Area Director
Spectra Energy Midstream Corporation, Fort St John
01.2012 - 01.2014
- Spectra Energy Midstream is a provincially regulated sour gas gathering and liquids processing company operating in Northeastern British Columbia and Northwestern Alberta
- Spectra Midstream consists of 10 operating plants and 150 employees
- Midstream can produce 600mmscf/d of natural gas and 800M3/d of spec C3, C4 and C5+.
Area Director
Spectra Energy Transmission
01.2009 - 01.2012
- Fort Nelson & Sikanni Plants
- Spectra Energy Gas Transmission at Ft Nelson is a sour natural gas gathering and processing facility that can produce 1 BCF of sales Gas per day to North American Markets
- Key to Spectra Energy’s success in the Ft Nelson area is its central location to the developing shale gas reserves in the Horn River, Cordova Embayment and the Liard Basin
- The Sikanni Plant, two hours south of Ft Nelson is capable of processing 100 mmsc/d of sour natural gas
Area Director Plant Manager
Spectra Energy Transmission, McMahon Gas Plant, Spectra Energy
01.2007 - 01.2009
- Gas Transmission at Taylor, B.C
- Is a sour gas processing facility that processes ~750mmscfd from the Northeastern British Columbia Gathering Area
- Equipment and processes at the plant include inlet separation and compression, raw gas filtration and amine treating, liquid extraction, by products load out dock of 10,000 BOE/ day, gas dehydration and outlet compression, an integrated SRU and load out facility, stabilization and fractionation units, and a co-generation plant capable of producing 115 megawatts of power that is placed on the BC Hydro Grid
- Key Spectra Responsibilities:
- Responsible for the overall management, direction and coordination of activities at these facilities
- These accountabilities include, but are not limited to:
- Plant Safety, Environmental and Reliability targets are met
- Manage the O&M budget of $60mm
- Managing member of the SET West Maintenance Capital Team $200mm
- Manage hiring, progressive discipline, leaves of absence, disability management, and employee issues as they require mediation
- Manage and negotiate the Collective Bargaining agreement for the CEP and CPEA labor Unions and Associations
- Manage and develop employee career paths through the Accountability Management System
- Manage and mentor a succession plan for the plant
- Manage customer relations and stakeholder relations for the areas of responsibility
- Provide community support and be aware of building community relationships
- Provide direction to the Operations Management System and be sure all initiatives are aligned, current and relevant
- Develop and sustain our Companies PSM program
- Facilitate and participate in our Area Operating Committee meetings with all Producers and Stakeholders
- Responsible to build and maintain relationships with all relevant Regulators e.g
- AER, OGC, MOE, NEB, ABSA, BCSA, TSSA among others
- Sit as a guiding member of the OHSE Steering and Policy Committee
Maintenance Manager
Duke Energy Gas Transmission
01.2006 - 01.2007
- Responsible for 20 unionized employees and 5 salaried employees
- Organization of maintenance activities within the work management system
- Prioritization of Electrical and Instrumentation job tasks in SAP
- Prioritization of Mechanical job tasks in SAP
- Interim Team Leader for Planning and Scheduling
- Responsible for the coordination of the Warehouse facility
- Responsible for coordinating and staffing a pipefitting program at the McMahon Plant
- Responsible for coordinating and staffing a labourer team
- O&M Budget planning
- Backfill Chief Power Engineers responsibilities as required
- Backfill Operations Team Leaders as required
Power and Recovery Manager
Eurocan Pulp and Paper
01.2003 - 01.2006
Chief Power Engineer
West Fraser Timber
- Eurocan Pulp & Paper, a, Company produced 1350 tons/day of Kraft Pulp using Sawdust, Chemical Mechanical Pulp and Batch Digester Pulp to make Linerboard, Kraft Sack Paper and Clupack Extensible Paper
- The Steam Plant consisted of one C.E
- Power Boiler producing 400,000 lbs
- Of steam at 600 PSI, and one C.E
- Recovery Boiler producing 550,000 lbs
- Of steam at 600 PSI, with 4,000,000 lbs
- Of dry solids a day
- The Power & Recovery Area was responsible for one Mechanical
- Vapour Re-Compressor, one 5 Effect Evaporator, one twin Cascade Evaporator, a Black Liquor Oxidation System, a Wet Bottom Joy Precipitator, one Traylor 12 ft
- X 275 ft
- Kiln, burning Natural Gas, Turpentine and Stripped-Off Gas, and a Recaust, consisting of two Eco Filters, 5 Causticizers and one Enso Pressure Filter
- Key Responsibilities:
- Manage a department of 45 employees: 6 Staff and 39 Hourly
- Responsible for planning and executing an area Operating Budget of $5 million
- Responsible for planning and executing an area Shutdown Budget of $10 million
QA and QC Manager
Eurocan Pulp & Paper
01.1999 - 01.2003
Mill Night Manager/Mill Manager
Kitimat Plant
Assistant Chief Engineer
- Responsible for the management of 250 unionized employees, from 7:00 p.m
- 7:00 a.m., including the Raw Materials Dept., Fibre Production Dept., Steam and Chemical Recovery Plant, Product Manufacture and Product Handling, Quality Measure and Quality Control Labs, and the Marine Terminal and Ship loading group
- Deliver on all plant safety, environmental and production requirements and complete dashboard updates
- Assisting the Steam Plant Co-ordinator to produce the yearly budget
- Provide governance of evening work and crew duties, lead safety meetings, lead production meetings, guide operational maintenance, ensure mill effluent and environmental monitoring field measures are functional
- Audit employee training and documentation is completed and accurate
- Safe and efficient operation of two C.E
- Water Tube Boilers (Recovery and Power Boilers)
- Mediating and conciliation of crew conflicts
Shift Engineer, Project Lead
Eurocan Pulp and Paper
01.1996 - 01.1999
- Promoted from the Steam Plant Engineer’s position to a staff role, I became the Relief Shift Engineer and worked across all crews
- Responsible for a crew of 7 power engineers in the Power and Recovery progression line
- Responsible for Supervision of the fibre unloading and chip pile crews (24 people)
- Responsible for production reports
- Delegation of shift maintenance including call outs and call list
- Responsible for all mill utilities
- Member of the DAPC (Department Accident Prevention Committee)
- Assist Chief Power Engineer with annual maintenance outage planning
- Key Projects
- Operations Project Lead: phased approach (4 years) heat recovery, wastewater recovery and back pressure turbine power generation project at Eurocan Pulp and Paper
- 82mm
- Operations, : Complete refit of Power and Recovery and Utilities control room from analog board to fully integrated Foxboro IA digital control system (4 Months) $5MM
Operations Project Lead
HP
- Eurocan Pulp and Paper, VCE VRU project (22 months) to design, build and commission a 12000, Allis Chalmers MVR to recover low grade heat from atmospheric venting
- 30mm
- Project Conception, OPM: Spectra Energy Midstream remodelling and reconfiguration of northern BC gas liquids pipeline systems to three plants and mainline
- (20 months) $22mm
Project Lead Support
Spectra Energy
- Transmission Installation of 15000 HP Solar Turbine at Ft Nelson Plant inlet to balance liquids and gas supply
- (8 months) $30mm
Project Owner, Project Lead, Sponsor
- Ft Nelson recommission of plant processing equipment, pipelines and SRU
- (6 months) $26mm
- Project, , Tech Lead: Spectra Energy Midstream integration of 10 processing plants using PI systems and software, dashboarding and transmission of data to corporate central server
- Creation of CBRS and Integrate to Spectra Commercial business unit
- (18 months) $8mm
Project Owner, Project Manager
SAP
- Integrate business systems (, ), develop maintenance programs into CMMS, Engineering group and maintenance and pipeline integrity programs for 10 processing plants and associated pipeline segments
- (12 months) $10mm, I led a change management project to right size the value chain from Ft Saskatchewan, Alberta to Sarnia Ontario
- This involved the creation of new job task analysis, new job roles as well as the retraining of any remaining or newly created positions
- In addition to the HR modifications, in plant processing systems and equipment were modified or automated as required or managed through plant outages etc
- This Change Management Project took place over a 5 yr term which resulted in the direct reduction of $70mm of direct Opex and a further indirect cost reduction of $25mm
- During this period H&S stats improved by 10% and reliability improved to 99.5%
Project Owner/Project Manager
- At PMC I performed the due diligence of the Spectra Empress Six Frac plant purchase and then led the integration after purchase of all operating and maintenance functions as well as all operation services i.e., engineering, quality and measurement, and pipeline volumetric balancing
- (2 months) $250mm
Project Creator, Project Manager
- PAA and PMC
- I was requested to develop, lead and educate senior leaders on a program to converge and then integrate PMC and PAA into a single entity
- Through this process I worked with others through numerous working groups and sub committees that participated in determining the fundamental programs and systems required to properly deliver a common platform for the transition to occur
- (18 months) $5mm
Education
Indigenous Training
Coursera
Calgary08.2023
CAPM training (associate in project management -
2020
SAIT PE training -
Kitimat Valley Tech Institute
2004
U of C Acid Gas Injection course Wayne Monnery (Class 1 disposal well) -
2000
BCIT, Burnaby PE training -
1997
Kepner Tregoe Analytical troubleshooting -
1984
Prince George PE training -
New Caledonia College
1983
Betz Dearborn Water Treatment Course -
1983
Foxboro IA digital controls training -
1980
PE training -
Vancouver Vocational Institute
1977
Peglar and Associates -
Management of Change Canscott Supervisory Management Skills Training – Level 3 cert -
Acid Gas Injection course June Lemmex Courses on Powerful Presentations and Communications Microsoft Word Intermediate Online Program and Microsoft Excel Program Micro-soft Project Management course University of Victoria Advanced Coaching Clinic Development Dimensions International, Human Resources Development Courses Dupont Safety Auditor certificate Alex Wray Adaptive Leadership Training & Supervisory Facilitation Course diploma TOPF Safety leadership certificate Kepner-Tregoe Analytical Troubleshooting certificate -
University of Calgary
Skills
- Control Systems
- Renewable Energy Integration
- Energy Management
- Power System Optimization
- Power System Analysis
- Thermal Power Generation
- Preventive Maintenance
- Regulatory Compliance
- Documentation
- Inspection Skills
- Pressure Monitoring
- Controls Monitoring
- Energy Efficiency Audits
Accomplishments
- Project manager for the shared power Turbo Generator project $30 million, Integrated and automated operation to the Chevron granite cavern at Aitken Creek - 2008
- Integrated Midstream operation of the Ft Saskatchewan NGL caverns to Enbridge line #1
- Integrated Midstream operations and maintenance of the Dewdney and Richardson NGL caverns
- Integrated Midstream operations of the Enbridge line #5 to Sarnia frac NGL cavern hub
- EAPL integrated Midstream operations from SDS to Windsor Cavern hub
- Integrated Midstream operation of St Clair Michigan cavern and brine displacement pond hub to EDS and SDS systems
- Integrated Midstream to Downstream operation (Buckeye) of cavern distribution to EDS (eastern distribution system) through Detroit River Crossing
- Project Contributor to the $850mm Ft Saskatchewan Cavern and brine pond expansion (washing two 200k m3 caverns and building two supporting brine ponds) 2017-2019
- Executive sponsor for the cavern #5 expansion (permitting/washing to completion) and brine pond construction at Kerrobert Saskatchewan
- Project oversight for the automation of the Raw Product Caverns (RPC) Reda pump upgrades at Sarnia
- Logistics, maintenance and management of the Sarnia, Windsor, St Clair, Ft Saskatchewan, Kerrobert, Dewdney, and Richardson Brine pond assets and Cavern storage facilities #64
- Working knowledge of:
- CSA Z.341 – sets the standard for design, construction, operation, maintenance, abandonment and safety in underground reservoir formation and its associated equipment
- API RP1115 – covering the design and operation of solution mined salt caverns for liquid hydrocarbon storage
- API RP1170 – covering the design and operation of solution mined salt caverns for use in the storage of natural gas
- API RP1171 – covering the functional integrity of natural gas storage in depleted hydrocarbon reservoirs.
Affiliations
Member of Major Maintenance Planning & Review Committee
Member of Mill Capital Expenditure Committee to $7.5 million
Member of Mill Productivity Committee
Member of Mill Negotiating Committee/ Labour / Management Standing Committee
Member of Long-Term Planning Committee/ Blue Sky Visions
Chairman of Rehab and Re-integration Committee
Additional Information
- AWARDS , FM Global District Award for most improved facility - Western Canada 2003 FM Global National Award for most improved facility - Canadian Industries 2005 British Columbia Amateur Hockey Award for Provincial Development of Sports 2000 Gold Medal Coach at the European Challenge Cup in Prague, Czech Republic 1997 Gold Medal Coach, Provincials, Midget Hockey 1995 Gold Medal Coach, Winter Games, Bantam Hockey Commendation from the American Amateur Hockey Association for Adult Training Various Community Awards for work in Adult Communication and Leadership and the development of youth activities
Timeline
President
DBL Solutions
01.2022 - Current
Vice President
Plains Midstream Canada
01.2016 - 01.2020
Director of Operations-Calgary
Plains Midstream Canada
01.2014 - 01.2016
Area Director
Spectra Energy Midstream Corporation, Fort St John
01.2012 - 01.2014
Area Director
Spectra Energy Transmission
01.2009 - 01.2012
Area Director Plant Manager
Spectra Energy Transmission, McMahon Gas Plant, Spectra Energy
01.2007 - 01.2009
Maintenance Manager
Duke Energy Gas Transmission
01.2006 - 01.2007
Power and Recovery Manager
Eurocan Pulp and Paper
01.2003 - 01.2006
QA and QC Manager
Eurocan Pulp & Paper
01.1999 - 01.2003
Shift Engineer, Project Lead
Eurocan Pulp and Paper
01.1996 - 01.1999
Chief Power Engineer
West Fraser Timber
Mill Night Manager/Mill Manager
Kitimat Plant
Assistant Chief Engineer
Operations Project Lead
HP
Project Lead Support
Spectra Energy
Project Owner, Project Lead, Sponsor
Project Owner, Project Manager
SAP
Project Owner/Project Manager
Project Creator, Project Manager
Indigenous Training
Coursera
CAPM training (associate in project management -
SAIT PE training -
Kitimat Valley Tech Institute
U of C Acid Gas Injection course Wayne Monnery (Class 1 disposal well) -
BCIT, Burnaby PE training -
Kepner Tregoe Analytical troubleshooting -
Prince George PE training -
New Caledonia College
Betz Dearborn Water Treatment Course -
Foxboro IA digital controls training -
PE training -
Vancouver Vocational Institute
Peglar and Associates -
Management of Change Canscott Supervisory Management Skills Training – Level 3 cert -
Acid Gas Injection course June Lemmex Courses on Powerful Presentations and Communications Microsoft Word Intermediate Online Program and Microsoft Excel Program Micro-soft Project Management course University of Victoria Advanced Coaching Clinic Development Dimensions International, Human Resources Development Courses Dupont Safety Auditor certificate Alex Wray Adaptive Leadership Training & Supervisory Facilitation Course diploma TOPF Safety leadership certificate Kepner-Tregoe Analytical Troubleshooting certificate -
University of Calgary