TAR Manager, CITGO Refining, Major Refinery Turnarounds

April 2011 – July 2012 – Coker 1 TA Manager- 59MM

• Overall Project lead responsible for Safety, Environmental, Reliability, Schedule and Budget.
• Set safety goals and communicated safety milestones daily.
• Project was completed with zero recordable Injuries, zero environmental incidents, zero issues during start-up
• Interfaced with contractors daily on performance, priorities and daily execution schedules.

   

  April 2011 – November 2011 Sulfur B-Train TA Manager– 2.0MM

• Overall Project lead responsible for Safety, Environmental, Reliability, Schedule and Budget.
• Set safety goals and communicated safety milestones daily.
• Project was completed on-time and within budget.
• Interfaced with contractors daily on performance, priorities and daily execution schedules.

   

  Jan 2011 – April 2011 – Sales Gas TA Manager – 1.6MM

• Overall Project lead responsible for Safety, Environmental, Reliability, Schedule and Budget.
• Set safety goals and communicated safety milestones daily.
• Project was completed without a single safety incident, a day early, and under budget.
• Interfaced with contractors daily on performance, priorities and daily execution schedules.

   

  Jan 2010 – Dec 2010 – Sulfur/Flare/Utilities TA Manager – 18MM

• Overall Project lead responsible for Safety, Environmental, Reliability, Schedule and Budget.
• Led a diverse team through the development and execution of a successful Turnaround in a section of the refinery that had particular challenges related to resource availability and lack of historical basis to plan from.
• Project was completed with zero recordable Injuries, zero environmental incidents, zero issues during start-up, right at budget and due to many factors just long on schedule, but did not affect start-up of the FCC.
• Set safety goals and communicated safety milestones daily.
• Interfaced with contractors daily on performance, priorities and daily execution schedules.
• Successfully integrated and executed 9 capital projects seamlessly into the overall turnaround schedule.
• Built a great team environment between all the different departments and personalities associated with the turnaround.