Justin A. Owens

During my duration at Renfrow Industrial, I was over three different projects, which were Bostik in Greenville, SC (Preventative Maintenance and new installations for machinery), Michelin US-1 in Spartanburg, SC (installation of new CCTV System across the Plant and to monitor the conveyor systems, as well as troubleshooting PLC's on different lines, as needed), and ITW Hartness in Greenville, SC (I was the only person qualified to install and troubleshoot their customized automated systems and conveyors, at the time. I mostly dealt with Allen-Bradley, Siemens, ABB, and Eaton Systems).

• I managed multiple projects with non-English-speaking employees simultaneously. I do speak Spanish but not fast.
• I've never failed an inspection and did take on multiple projects simultaneously, while doing so.
• We were limited with tools and adequate help. We parted ways on 03/16/2023 due to the fact that my per diem was taken away without any notice/warning. It was in my original job proposal that I was to receive per diem.

• I was assigned a short term project in Pineville, NC at the Amazon Distribution Center. This project was simply a Hydrogen Fill Station for all equipment being utilized inside the facility. I started this project from ground-up, and with the help/assistance of helpers/electricians; we were able to finish the project as a successful project.
• I'm currently over the electrical portion (but extremely familiar with the entire layout of the construction of this system from start-to-finish) of a separate Hydrogen fill station in Ridgeville, SC at the Walmart Distribution Center under Cissell Mueller Construction, through Plug Power.
• At any given time on these projects, I would manage anywhere from 8-18 men on the jobsite.

• Throughout my duration with Helix, I was assigned to a renovation project known as the Children's National Project. It is an existing pathology lab from the Armed Forces in Washington DC that consisted of three separate buildings, each containing seven floors that was to be demolished/gutted for the most part and renovated into an updated laboratory to conduct experiments with small animals and/or rodents etc.
• My assigned job was one of the building's renovation of the fourth floor through the seventh floor and rooftop. Each floor had anywhere from six to twelve electricians and apprentices under my command/care.
• Their tasks of course were to demolish each floor electrically and safely, followed up by running our raceways for our branch circuitry, roughing-in of metal stud walls and acoustic ceilings, pulling in our branch power to feed all receptacles, disconnects, VFDs, motors, lighting, etc.
• Each day we would assemble in my designated area and conduct a brief meeting on safety; going over any obstructions and/or safety hazards that we may have come across, along with an effective and safe way of resolving any of these issues.
• I usually put 2-3 apprentices with a journeyman electrician and had a trusted 'lead man' for each floor to be my eyes and ears when I couldn't be present.
• Most all of the time, I tried to keep at least a two-week look ahead on my project but was very difficult at times to do so with the GC that we had onsite.
• During this project, I met every scheduled inspection and passed. I had zero recordable safety incidents, first-aids, and near-misses on this project and the project ended up being a success.

• I managed all MEP Trades and coordinated logistics for each jobsite. At any given time, I was responsible for 5-9 different subcontractors and anywhere from 20-65 employees job wide.
• I received the 'Project of the Year Award' (less than $400 million) for finishing the Hanwha Q-Cells Plant in Dalton, GA in January of this year.
• I was in charge of all MEP Subcontractors and logistics as well as in charge of the roofing subcontractor, loading dock stations (dock doors, dock levelers, dock restraints, etc.), all man doors and high-speed roll-up doors, the IMP Subcontractors, the CMU walls, and a significant portion of the Civil contract for Project Keurig in Moore, SC.
• I was in charge of the coordinations and logistics of all night operations for the Siemens Plant in Roebuck, SC.
• Under my supervision, I had zero recordable injuries, zero near-misses, and zero first aids.
• Other parts of my responsibilities included keeping records of the daily logs (weather, job tasks, safety incidents (if any), project impacts, and two-week look aheads), communicating with the subcontractors and customers and escorting all parties onsite as well as ensure that the jobsite was in immaculate and pristine condition for the customers/clients.

• At any given time, I was in charge and responsible for the safety and productivity of our employees ranging from 6-32 electricians and helpers.
• I would be required to meet specific deadlines to ensure that Amteck was on or ahead of schedule at all times and that we were always ready for any inspections and/or TCO's or CO's for the specific project.
• My completed projects were: ZF Transmission, Baxter, Minghua, Borealis, Milliken in Blacksburg, SC, and Gray Construction's new office building in Charlotte, NC under Barringer with Scott Dexter and Brett Goode (Southeast Regional VP for Gray Construction).

• Managed a team of five electricians and four helpers for the Michelin Retread Centers all around the country.
• In charge of the Start-Up and Commissioning of the equipment once ready as well as any troubleshooting and/or punchlist items prior to completion.