Accomplished leader with expertise overseeing construction of enviroxxxxxxental control facilities, systems and equipment, from engineering design/inception to commissioning and start-up, including abroad.

  Proven track record with site expansions, technical equipment installations and technical R&D and restructures.

  Presently managing a $50 million enviroxxxxxxental project, with experience overseeing the installation or shutdown of bag houses, burner systems, reactor systems, filtration systems, control systems and many others.

  Personable with sound judgment and excellent listening, verbal communication and interpersonal skills to build and grow relationships with key stakeholders.

  Solid technical writing and oral presentation skills, including conveying value to a non-technical audience.

  Outstanding knowledge of U.S. Enviroxxxxxxental Protection Agency (EPA) regulations.

  Proficient with Microsoft Office, Project and Publisher; Primavera 6; Modeling; AutoCAD; and Navistar.

  Bilingual (English and Spanish).

> Inception > Budget Management > Enviroxxxxxxental Compliance

> Construction/Installation > Capital Expenditures > Team Management/Leadership

> Commissioning > Site Closures or Transfers > Staff Training & Development

> Startup > Earned Value Management > Value Engineering Techniques

> Project Management > Process Improvement > Equipment Utilization

Cabot Corp. Xxxxxx, XXXXXX 2008-Present

Project Director (Mar. 2016-Present)

  Reporting to the Global Project Management Director, lead major enviroxxxxxxent compliance projects across six Western states pertaining to ammonium web scrubber and heat recovery steam turbine generators.

  Ensure EPA compliance while lowering emissions of nitric and sulfur dioxide via selective catalyst reactor (SCR) and scrubber system.

  Currently managing a $50 million project the largest enviroxxxxxxent project in North America for the company including the schedule and a diverse group of 20 team members.

  Communicate effectively with members of the executive team, including vice presidents.

  Oversee engineering support, cost control and construction managers.

Senior Regional Capital Project Manager (2008-Mar. 2016)

  Honored with the Malcolm Baldridge Award of Excellence in 2012 for stellar performance.

  Led major chemical and enviroxxxxxxental capital equipment installations across six Western states, including bag houses, burner systems, reactor systems, filtration systems, control systems and many others.

  Managed global engineering teams of up to 15 leaders that implemented enviroxxxxxxental emissions control equipment at three different sites worth $110 million such as wet scrubbers, SCR and continuous emission monitoring systems per EPA and state enviroxxxxxxental standards.

  Supported four major manufacturing and one R&D facility in the Southwest U.S., with projects range from $1 million to $100 million in capital assets and construction.

Ktech Corp. Xxxxxx, XXXXXX 2004-2008

Capital Project Manager/Lean Manufacturing Engineer

  Led complex relocation of a slurry system manufacturing operation from Sylmar, CA to a new, 100,000 square foot Poly Flow site across five acres at Sandia Business Development Park in Xxxxxx, XXXXXX. .

  Reduced operating costs 40% or $7 million while overseeing global project management teams on five high volume product line transfers to Asia.

  Successfully improved yield by 15%.

  Oversaw internal construction and equipment installation of machine shop, plastics fabrication and equipment manufacturing operations.

CTS Wireless Components Inc. (acquired by Motorola) Xxxxxx, XXXXXX 1993-2004

Facility Equipment Manager/International Project Manager, CTS Wireless Components (1999-2004)

  Served as Lead Project Manager for U.S. and Asia sites consolidation efforts, overseeing 75 equipment support engineers and maintenance technicians and site expense budgets of $4 million.

  Lowered capital assets by more than $150 million and achieved a gross return of over $5 million from sales as a result of implementing factory consolidation and asset elimination efforts at five U.S. and Asian sites.

  Saved more than $3 million annually at both U.S. and Asia sites by lowering water and electrical usage, nitrogen consumption and effluent treatment costs by 30%.

  Boosted yield 15% and equipment uptime 10% over a nine-month period using lean manufacturing techniques.

  Led lean manufacturing 5S, TPM, OEE and Six Sigma DMAIC training before 2,000 staff at worldwide sites.

Senior Equipment Engineer/Maintenance Manager, Motorola Components Division (1993-1999)

  Saved $8 million in operating costs after developing long-range division site space planning and layout toward the transfer of five product lines to Asia and Costa Rica.

  Increased production capacity 250% as a result of coordinating site expansion efforts for facilities and equipment installation on three high volume product line start-ups.

  Reduced overhead costs by $1 million annually by lowering annual spare part consumption by $150,000 and improving equipment uptime by 10%.

  Generated $400,000 in savings for retraining and recruiting costs by developing and leading implementation of site technician performance skill base system (TPS), which increased retention of team members.

  Implemented Total Productive Maintenance (TPM) methodology on five production lines.

Master of Business Administration (MBA), University of Xxxxxx

MMA, University of Xxxxxx

Bachelor of Science, Industrial Engineering (BSIE), Xxxxxx State University

Member, Institute of Industrial Engineers (past President and Treasurer)

Industrial Engineering Advisory Board, Xxxxxx State University; 2000-2010