INDEPENDENT CONSULTANT  • 2008-Present

SOUTHERN COMPANY • Kemper County IGCC Project • Birmingham, Alabama

·         Schedule lead for the $2.8B Integrated Gasification Combined Cycle project in Dekalb, Mississippi.  Coordination of six schedulers in two locations.

SIEMENS ENERGY INC. • KemperCounty IGCC Project • Orlando, Florida

·         Development of a level 4 integrated schedule for the engineering, procurement, construction and commissioning of Siemen’s new IGCC technology.

·         Cost forecasting for various multi million dollar Siemens projects.

ALPHA CORPORATION • El Nuevo Dorado Internationale Aeropuerto • Bogota, Colombia

·         Review and risk analysis of the contractual obligations within the level 2 schedule.

·         Development of an integrated program schedule incorporating the engineering, procurement, construction, and             commissioning of 12 individual projects to level 5 in detail.   

    FUJAIRAH ASIA POWER COMPANY • Fujairah F2 Power Generation and Desalination •Fujairah, United Arab Emirates

• Spearheaded oversight of engineering, procurement, construction, and commissioning (EPC&C) functions for $2.2B power and desalination facility through conceptualizing and building project controls system.
• Catalyzed cancellation of $32.6M in EPC contractor claims through conducting comprehensive claims analysis.
• Streamlined scheduling process through implementing customized and user-friendly scheduling system by reformatting 150-page schedule to achieve compatibility with Primavera P6 project management software.
• Averted $13M+ in added project costs through successfully negotiating and rejecting scope change order requests presented by EPC contractor.

MITSUBISHI POWER SYSTEMS AMERICA, Orlando, Florida•2004-2008

United-States-based subsidiary of Mitsubishi Heavy Industries, Ltd., a Fortune Global 150 company, executing industrial power system sales and service initiatives targeting the United States, Canada, Mexico, and Latin America. 

Project Controls Manager

Led all project controls functions, including directing budgeting, scheduling, and cost control while simultaneously steering up to 20 projects.

• Enhanced accounting and cost tracking through masterminding multi-faceted project controls system integrating Primavera P5, Expedition, Cost Manager, and Primavera Timesheets and assimilating the same into existing company intranet and enterprise resource planning (ERP) system.
• Boosted revenue stream and improved accounting capabilities through transitioning cost structure from overhead to project direct cost system for engineering department and on-site technical team.

C. THOMAS THEODORE     •     c.thomas.theodore@gmail.com    •     Page Two

• Decreased engineering overtime, optimized resource allocation, and slashed travel and site expenses through playing pivotal role in strengthening project selection, cost estimation, and resource allocation capabilities among senior-level
• management by creating and introducing master schedule delineating and projecting resource requirements for 8 distinct projects.

WE POWER, Milwaukee, Wisconsin • 2004 (six month contract)

Designer, builder, and owner of power plants supporting Wisconsin Energy Corporation’s (WEC) Power the Future plan. Non-utility subsidiary of WEC.

Project Controls Consultant

Directed projects controls initiatives for $3.4B capital construction program, including orchestrating project management activities, recruiting, and hiring.

• Slashed contractor requests by 60% through comprehensively evaluating claims to pinpoint extraneous time and cost components.
• Optimized process efficiency through establishing centralized project controls department, thereby assimilating administration for 7 projects spanning 2 states into 1 combined system encompassing scheduling costs, and reporting functions. 

MIRANT CORPORATION, Atlanta, Georgia• 2001-2004

Provider of competitively-priced electricity. Manages 11 power generation plants; operates in 6 states, and employs 1,600+.

Chief Estimator (2002-2004)

Executed comprehensive cost estimations for projects valued from $50M to $1.4B and including construction of coal, oil, and gas-fired power plants and environmental modifications and upgrades of existing facilities. Analyzed project scheduling, cost, quality, and risk, and utilized the same to create and compare engineering, procurement, and construction (EPC) and construction management (CM) proposals. Directed all costs/benefit evaluations. Handled change order requests, assessing necessity of the same and negotiating requests with contractors. Catalyzed project management improvements through examining completed projects and delivering “Lessons Learned” conclusions.

• Decreased estimating time while improving accuracy by conceptualizing and building Timberline database for combined cycle power plant through amalgamating historical data and industry standards.
• Maximized scheduling efficiency for power island configurations through creating and introducing standardized Level 4 schedule form.

Senior Project Controls Engineer (2001-2002)

Orchestrated and executed all cost evaluation and scheduling functions for $1.5B+ projects, concurrently directing up to 4 projects. Created and implemented contractor schedules and tracked compliance with the same through monitoring contractor performance and adjusting schedules as necessary. Evaluated reporting, scheduling, and change order components included in request for proposals, and compiled monthly metrics forecast reports for all projects.

CH2M HILL INDUSTRIAL DESIGN CORP., Cincinnati, Ohio • 1995-2001

Provider of facility planning, design, construction, and support services for clients spanning electronics, telecommunications, food and consumer products, pharmaceuticals, biotechnology, and industrial and commercial industries.

Construction Project Manager

Played key role on subject expert team in executing merger of 3 national companies into General Electric. Assisted in converting 450,000-square foot aviation maintenance facility into marine and industrial maintenance center.

• Cut costs by 20% and project timeframe by 15% by executing re-bidding process for multiple vendors and subcontractors.