Oil and Gas / EPC Experience | Heavy Equipment Maintenance Professional


Last Updated: 12th October 2019 (over 2 years ago)

Address
McDonough, GA

E-mail
Locked

Phone Number
Locked

Gender
Male

Age Range
55 to 64

Qualification Level
Other Post Graduate

Languages
English, Spanish

Summary

International Fleet Operations |Oil and Gas EPC Project | Change Management | Heavy Equipment Product Support|Caterpillar Dealer

Strong contender for open project management positions. Two decades of continuous achievement in senior leadership roles managing mobile asset maintenance for oil and gas, mining and EPC projects. Expertise in all facets oil field, pipeline, heavy equipment and generator maintenance, asset management, tool inspection, calibration and testing. Large fleet maintenance operations experience (with over 7,000 mobile assets) for heavy equipment, cranes and truck fleets in the Middle East, Latin America and other parts of the world. Well versed on world class maintenance practices, Spare Parts Inventory control, repair contracts, service operations, maintenance and fleet department efficiencies.

Senior management experience with maintenance teams and departments supporting large international construction, natural gas drilling, pipeline and mining projects. Experienced manager who has supported projects for Saudi Aramco, Total, Exxon and China National Oil Company and Sinopec. Demonstrated history of managing world class maintenance and fleet operations in remote, challenging, and high-risk environments. Senior manager with proven ability to establish and direct successful department operations in multiple regions and countries with a large multi cultural workforce of contractors and employees. Six Sigma and CMMS director dedicated to delivering efficient oversight of department management and skilled trade employees. Senior level Caterpillar dealer experience with P&L responsibility. I am open to remote FIFO or residential positions. I enjoy working in challenging environments. No geographic preference.

Experience

LSHM - Caterpillar Dealer
General Manager

   May 2018
— Current

Responsible for leading 350 team members through the strategic and tactical implementation of Digital Service Excellence Program. Responsible for planning, forecasting and executing sales activities that increased the (POPS) in the territory, increased total parts sales volume, and increased labor sales volume (POLS) in the territory by 20%. Develop and implement Engine Division product support marketing plans designed to increase customer awareness, identify new customers, enhance market penetration and increase POPS. Full P&L Responsibility for Caterpillar and Perkins product support departments totaling $400 million Hong Kong dollars.
 Created sales strategy plans by using OLGA and aligning annual opportunity with marketing and pay for performance resources. Increased CSA/CVA by 40%. Worked with Caterpillar to redesign workshop to a CRC business model
 Responsible for developing, monitoring, and managing the product support sales team budget for the engine division in accordance with department goals. Managed 28 PSSR’s.
 Worked with Cat Export Services to set up export dealer code. Managed parts sales to out of territory Chinese customers and developed policies for LSHM in compliance with CES.

SNC Lavalin, Saudi Arabia
Middle East Regional Equipment / Fleet Asset and Maintenance Manager

   Aug 2016
— Jul 2018

Manage the acquisition of regional fleet assets, maintenance department with 1100 technical, parts and planning personnel for the efficient and cost effective repair for 7,000 heavy equipment / fleet and pipeline assets in 7 countries.
 Delivered a 30% reduction in fleet maintenance costs and $20M savings in renegotiated equipment, vehicle leases.
 Manage strategic deployment of long-term pipeline construction equipment assets valued in excess of $100M USD
 Managed maintenance department to develop maintenance standards for the main rebuild workshop in Saudi Arabia
 Led initiative to transition from contractor equipment leasing model to a self-performing maintenance model.

Minera Panama/First Quantum Minerals, Panama
GM Mining Fleet Maintenance/Acting Mine Manager

   Jun 2015
— Jul 2016

Managed 500 mechanics, welders, Drivers, operators and staff for a fleet of 1500 mining and light duty assets including Caterpillar 777, Liebherr R9350, R9100, Komatsu PC4000, Komatsu 475 and Cat D11 dozers. As acting mine manager I was tasked with overseeing work at the mine and ensuring that operations ran smoothly, safely and efficiently. As the acting mine manager I played a role in public relations, hiring of contractors and manpower. Analyzed production data and managed all safety programs.
 Delivered 15% reduction in fleet downtime and $5M increase in warranty recovery.
 Spearheaded the equipment selection and commissioning process; managed mining condition and equipment operations; dove 25% savings in parts purchased.
 Led project management, mine safety, quality, costs, and production targeting initiatives.
 Managed production improvements and mining operational objectives including safety, contractor performance, and production quality. Implemented measures to optimized cost per ton.

South Pacific Interoil, Port Moresby, Papa New Guinea
GM Heavy Equipment & Fleet Maintenance

   Apr 2011
— Apr 2015

Led maintenance and operations of 12 remote field repair shops and one main workshop and warehouse to support a fleet of 2,500 piece fleet consisting of Heavy Equipment and oil rig assets, light and heavy duty vehicles, dump trucks and busses.
 Streamlined financial processes and introduced process improvements that enhanced productivity and reduced labor cost by 20% and delivered a 25% reduction in technician non-productive time.
 Managed all aspects of planning, tracking, analysis, quarterly and annual reporting, and revenue and OPEX budget.
 Implemented and managed preventative maintenance schedules, mechanic certifications and HSE programs; utilized CMMS, MICROSOFT AX Dynamics, and managed main rebuild and machine shop with 225 mechanics and staff.
 Implemented preventative maintenance schedule and capital rebuild programs responsible for increasing equipment availability from 38% to over 90% over 18 months.

Dutchman Global, Dubai
President/Owner

   Feb 2006
— Mar 2011

Senior Manager responsible for starting business and developing international equipment sales and leasing business by obtaining new clients and maintenance contracts. Opened sales offices in Dubai, Nairobi Kenya and Georgetown Guyana. Targeted construction, power generation and mining customers in developing countries. Offered EXIM bank financing and credit facilities. Implemented and managed letters of credit and other financial guarantee facilities. Provided extended warranty to used equipment financed thru Lloyds of London.
 Drove start-up sales from $0 to $20M, with year-over-year profit growth in excess of 15%.
 Spearheaded new Middle East office to increase account profits, management and growth.
 Managed 57 equipment sales and service staff across international regions in the Middle East and Africa; travelled throughout the regions supporting business growth and staff improvements.
 Developed and managed online sales platform that included equipment videos, live chat and equipment inspection rating system.
 Developed digital sales platform with team of in-house programmers called (V.A.S.T.) Virtual Agent Support Terminal to link all sales people, customer equipment requests, service requests and equipment inventory internally to increase efficiency across all regional sales offices

MACORP – Caterpillar Dealer, Guyana
Managing Director / General Manager

   Dec 1999
— Jan 2006

– 1/2001 – 1/2006 – Three Year contract / extended for three years

Senior Manager responsible for developing equipment sales, service and leasing business by obtaining new equipment clients and maintenance contracts.
 Drove heavy equipment, parts and service and leasing sales from $20M to $50M, with year-over-year profit growth in excess of 10%.
 Spearheaded new mining and power generation territory sales and opened two new branch operations.
 Implemented Contamination control standards – obtained 4 stars
 Managed new engine, transmission and hydraulic rebuild facility
 Reduced delinquent and past due accounts by 15%.
 Full P&L responsibility
Managed 220 Dealer sales, parts and service department staff across mining regions in Guyana. Developed apprenticeship and technical school to develop technicians, customer mechanics to support business growth and staff improvements.

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