To be incharge of a medium to big size project, develop and lead the project team and ensure that the project meets safety, cost schedule and profit goals of the company
Extensive experience and success in senior Program and Project Management positions, both at Department of Energy site and in the private sector –petrochemical projects, nuclear and fossil power plants with multiple international assignments :
 Led large, multimillion dollar, overseas nuclear and fossil power plant contract with complex multinational efforts as a “Change Agentâ€, bringing in project construction and design engineering management discipline to correct programs in trouble, establishing new work systems, work relationships, training and leading the teams thru the change to adopt strict project management & project control processes and reach successful work and financial completion of the programs
 Highly successful in team building - identifying “soft areas†bringing the needed project design , procurement and construction management & controls focus and expertise and forging alliances with all different stakeholders & divisions to accept and support the needed changes. them
 Managed the team to work as a cohesive unit to meet cost, schedule, safety objectives, achieving the established work and financial targets of our company
 Experience in dealing with licensing agencies and NRC auditors, addressing the concerns of NRC & IAEA
 Familiar with the CFR’s for nuclear work and RCRA for remediation works, with first hand experience in managing adherence to codes, standards and other State and Federal Regulations
 Successful in selecting and building teams both domestically and in overseas assignments and training
 Worked as the Project Management Lead in the successful completion of the “first of it kind in the world†scientific project - $ 50 million ATLAS project at Los Alamos National Lab, coordinating with multiple science divisions, specialty vendors and helping in adopting project management disciplin
 Directed and managed the turn around program of KSL subcontract work with a work force of 1,400 people and a budget of $750 million by establishing formality , accountability in project construction, engineering and cost management discipline i and achieved high value goals of our customers
 Certified as Project Management Professional by PMI
WORK EXPERIENCE –TIME LINE:
2008-2009 --Washington Group International
1999-2008- Los Alamos National Lab.
1972-1999 – Westinghouse Electric Corp
1969-1972- Stone & Webster Eng. Ltd
POWER PLANT EXPERIENCE 1972 -1999:
OPERATIONS DIRECTOR, - As Director in India & China, ( 1994-1999) successfully headed our power generation business program development drive to identify opportunities to build/buy multi million dollar operating power plants, gave presentations to government leaders in Power Ministries, negotiated Power Purchase Agreement which also covered establishing multidisciplinary teams of local engineers, setting up training and development of local managers, engineers & operators to satisfy local requirements
OPERATIONS MANAGER , Westinghouse Soil Remediation Division, USA –( 1992-1994 )Managed the remediation program of multiple sites classified as “hazardous†by the States, led teams negotiating agreements with the State Environmental Boards, established work and documentation protocols, verification/concurrence points with the State Site Inspection teams, established our field teams, their training and work processes, established transportation contracts with the hazardous material handling contractors and managed the program to completion, with excellent safety and compliance records and received Clarence certificates from the State authorities while
bringing in handsome profits for my company
PROIECT MANAGER, Westinghouse-Resource Energy Systems Div. (1988-1992)
Leading our company team in development and marketing of Waste to Energy plants . I put together a consortium of A/E’s , contractors and major equipment vendors for the EPC Waste to Energy projects, developed the bid packages, developed presentation packages and made presentations to the Department of environmental licensing, public officials, rotary clubs and other civic bodies.
PROGRAM MANAGER, Westinghouse, Saudi Arabia. Oil fired Power Plants - (1984-1988) Headed the in-country effort, managed the completion of two power plants worth $550 million, negotiated and sold multi year Operation & Maintenance contract. Again, I was highly successful in dealing with a difficult customer, demonstrating our expertise and gaining his confidence that we were the right group to help him achieve his objective. In the completion of the above two power plant, I brought in new subcontractors for engineering, construction and start up teams, established training programs for operating & maintenance staff and covered the commercial contract requirements, managed personnel and financial resources with highly acceptable results leading to new contract awards.
CONSTRUCTION / MAINTENANCE MANAGER,- Battan Nuclear Plant, Philippines. (1981-1984) Country's first 660 MW nuclear plant: Managed the project management of the power plant construction to completion, leading and mentoring the local teams of managers, engineers and technicians. We hired local engineers and managers, trained them to learn the strict document and quality requirements of nuclear power plants to satisfy the needs of NRC and IAEA, brought in American standards for safety and security and lead the joint team to construction completion , system testing and cold hydro tests, using local subcontractors.
I was the lead in dealing with the IAEA audits and inspections.
Also worked with the team marketing our managed maintenance program, customized our program to suit the local requirements , made presentations to the authorities & successfully sold the program to the customer.
CONSTRUCTION MANAGER- 660 MW Nuclear Power Plant,
(i) Krsko Nuclear Plant, Yugoslavia (1978-1981)&
(ii) Kori Nuclear Power Plant, South Korea –(1976-1978)
first nuclear plants for both countries: Managed the Reactor Island side of the power plant, set up field construction management/inspection systems, recruited staff, established training programs to train the team of local field and design engineers, managers, quality control personnel to the american NRC and IAEA standards, monitored and managed the program to construction completion and system startup, document compilation, satisfying the requirements of 10 CFR 50. Competed the program successfully to customer's satisfaction & acceptance.
Our company was awarded the contract for the construction of the second nuclear power plant at the same location.
MECHANICAL SUPERINTEDENT, Salem Nuclear Power Plant, NJ. (1972-1976)
Managed the receipt, installation and construction startup of all the nuclear components for two 1100MW units. Lead a team of 15 supervisors , managing 500 boiler maker & millwright crafts involved in the installation of nuclear steam supply system and associated systems, ensuring conformity with the Code of Federal Regulations like 10 CFR50 and other applicable federal codes. I took an active part in ensuring conformity - made periodic and surprise field inspections to ensure that proper safety practices were being followed, personally performed clearance and other field measurement checks, inspected field installation records to ensure conformity to regulations etc. Handled NRC inspections and audits, made presentations of my program at Regional Nuclear Power Plant Conferences and received accolades for a tightly managed, well run program.
PETROCHEMICAL PROJECT EXPERIENCE: (1969-1972)
Stone & Webster India Ltd. - Worked as the Project Office ct Engineer at the National Organic Chemical Industries Plant – a green field project for the production of Olefins, Vinyl Chloride and PVC. Worked on the constructability issues, solving interferences and ensuring uninterrupted flow of design documents to ensure progress of a large construction crew
Stone & Webster Engineering Ltd. London, UK - Worked as the Office Engineer on supporting the design engineering teams on multiple petrochemical projects in various stages of construction. My focus was on constructability review, identifying areas/ construction blocks that could be duplicated to achieve overall project progress efficiencies by achieving improved construction completion targets that could assist in advancing plant subsystems startup sequence and production time sequence.
Program Director, Mayflower Clean Energy Test Facility: 2008
Managed the construction, commissioning and startup of the above Coal to Methane Clean Energy fluidized bed Test facility. This $ 40 million project, first of its kind in USA, was built on a fast track schedule. I took over the project that was in trouble, reorganized the site management teams, established close control of the site subcontractor work, enforced strict adherence to safety and lead the project to successful completion with zero safety incidents
Los Alamos National Laboratory – D.O.E. Experience: (1999-2008)
PROJECT MANAGEMENT DIRECTORATE – CONTRACTOR ASSURANCE LEAD-
Taking lead role in establishing Project management Directorate goals aligned to the Laboratory’s mission, establishing milestones and metrics, internal and external Assessment Programs to ensure adherence to the above, working as member of the Directorate’s management team
Ensuring that our company earns 100% of the available award fees
PROGRAM MANAGER – Project Management Division Single Point of Contact to Principal Associate Director Nuclear Weapons Program – for the Project Management and Controls team assigned to Nuclear Weapons Program, ensuring alignment of the team’s efforts to establish an Earned Value Management process across the weapons program. Our team has started using the Work Package Generator to develop detailed work scope and establish resources needed, use P3e as the planning tool and PRISM for producing earned value reports, executive summary report etc. I have been able to lead our teams through the development and maturing process in this ambitious effort by Nuclear Weapons Program. I understand that NWP is looked upon as a leader within Department Of Energy complex in this arena
PROGRAM MANAGER - in charge of Support Services Contractor (KSL) with a total contact value of $ 750 million , a labor force of more than 1,400 crafts and office personnel. Managed the enforcement of contract, ensuring strict adherence to safety and security and meeting project milestones and financial goals
- Identifying deficiencies in the existing project management / execution set up, Passport-CMMS work management systems, helping KSL correct the systemic deficiencies, managing KSL overhead budget to ensure that the correct mix of people & programs are in place & work towards establish the optimum facility maintenance program both in the nuclear and non-nuclear areas, at competitive prices.
- took a leadership role in establishing performance metrics focused on work accomplishments aligned to Line Management goals and D.O.E. Appendix “F†requirements
- managed the overhead collections and expenditure to ensure proper focus on priorities
- identified redundancies and non-value added processes in line management/KSL interface and worked to minimize the same and achieve improved value for the federally (tax payer financed) funded projects . Assumed leadership role in troubled projects and managed them to completion and acceptance by local DOE offices
GROUP LEADER for Construction Group, Project Management Division -
Identified our customers needs and expectations, recruited and set up programs for training our Construction Managers & Inspectors, established management and execution protocols, met with program division leaders, established clear expectations and exceeded customer expectations resulting improved demand for our services and net positive revenue to my division
PROJECT LEADER – ATLAS Project – managed the subcontractors work, interfaced with DOE Field Office, ensuring conformance to get CD-2, 3 and CD-4 approvals, ensuring adherence to the safety protocols and leading the team to meet schedule and cost targets
Set up inspection protocols at specialty vendor facilities, worked on establishing startup protocol with emphasis on safety for this “first of its kind†in the world electro-mechanical project to support scientific evaluations
Education:
- Bachelor’s degree in Engineering
- Certified Project Management Professional, trained in Six Sigma Process,
- Extensive training in management of complex programs –
attended multiple management training sessions lasting 4-8 weeks each, which
were applicable immediately to the project on hand
– eg. Problem Solving & Decision Making, Building Quality into Complex Construction Programs, Managing Difficult Customers, International subcontracting, Effective Subcontract Development & Management, Avoiding Construction Litigation, etc., etc.
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