William Rumbaugh

In the position of GM, I work with three segments of the I&E business. There is a project division with annual revenue of 26 million. There is an electrical distribution group (pole line) with annual revenue of 28 million. The third segment is the electrical T&M and small construction group. This group yields a revenue of 10 million annually. The GM is responsible for promoting a safe work environment for everyone in the Permian. I attend all six safety meetings at our different branches to develop relationships with the field personnel. The majority of Expanse work is lump sum or unit rate bids. As GM I attend all bid meetings and set margins according to the forecast budget for current year. I attend all AAR meetings and perform management engagements monthly. The GM monitors open order processing, AR collections, and invoicing to keep DSO at or below 65 days. I present monthly performance review meetings to the leadership of the corporation on the Permian P&L. I prepare strength and weakness assessments to share as well as share market news and customer relations. We develop action items from all of the above to develop a lean concept that will lead to a greater efficiency for the services performed by the field. I have around 210 associates performing COGS functions in the Permian. There are another 60 associates working for automation group and the Panel Plant.

For three years I was operations manager in South Texas and had 4 branches. Kenedy, Asherton, Alice, and Victoria. 2 rig yards and 2 truck yards. The rig yards worked for many customers. The truck yards employed drivers from the Valley working in 12 hour shifts hauling crude oil and produced water. The rig yards employed 70 employees and the trucking yards had 150. I reported to the VP of operations for the area. Some of the work was T&E and some unit rate bid jobs per barrel hauled. Driving safety and maintenance were the focus around the trucking group. I managed 3 disposals and several fresh water stations that were revenue producing. Down hole maintenance schedules were key to running a high yield revenue well. The well service rigs were very dependent on maintenance and training for the crews. The other 9 years I worked in the Permian for Nabors before selling to C&J. I was in charge of 7 truck facilities in the Permian at that time.

As maintenance supervisor and contract administrator I had internal crews of welders, Riggers, and insulator/scaffold builders. I worked with outside contractors that would come in the plant to perform services. The in house associates would work a planned schedule to achieve efficient plant maintenance. I was heavily involved with the VPP program installation at the Odessa plant. We also held ISO 9001 certification for all the petrochemical operations. I participated in the voluntary rescue team as well as the fire fighting brigade. Running a safe and productive operation was imperative in the early 90's. This was the first exposure that most craft associates had to behavior based safety.