. I have close to 25 years of experience in power systems, specifically in operations & maintenance, power plant installation and start-up and I also managed a large field service team for GE Power Systems ($90M P&L). In addition I am a GE Certified Six Sigma Master Black Belt with supply chain experience. This experience mix translates well over to the solar industry.
I have targeted three areas where my background from GE Power Systems and my Six Sigma Master Black Belt certification could add significant value to a Solar Industry position:
Development â€“ During the time I worked for both GE Operations & Maintenance and Stewart & Stevenson Operations Inc. I lead a team that provided O&M services both domestically and internationally to over 22 facilities in the USA and Colombia. My team was brought in to help negotiate deals very early on by the banks who were financing the projects and plant owners with minimal technical knowledge to insure that:
â€¢ The design of the facility being put forward by the EPC would enable us to operate to the standards of reliability and performance to make the plant successful
â€¢ The power purchase agreement (PPA) did not have terms that would hinder our ability to operate
â€¢ The insurance company requirements were not so onerous as to prohibit reasonable operation and that there were no conflicts with OHSA or NFPA codes for the facility
â€¢ The EPA environmental permitting was consistent with funding being provided to us for waste disposal, training and safe operation of plants that contained large amounts of oil, ammonia, alkalines and acids.
â€¢ The steam sale agreements to the steam hosts did not conflict with the power production requirements for the PPA
â€¢ The metering for the gas purchase agreements was of sufficient accuracy to enable us to calculate to the precision required in O&M contracts that heat rate guarantees.
As a result of this experience I have what it takes to rapidly negotiate and drive the pieces that are required to move a large scale solar utility project from pipeline to reality. Having been through the process with some 14 individual projects ranging from 50 MW through 275 MW sited in the USA and Latin America I feel I would be able to hit the ground running to add value to a solar company moving into large scale utility projects.
Operations & Maintenance â€“ After returning from the green field installation, start-up and site training of a 25 MW GE aeroderivative facility in China, I spent the next 8 years working in the power plant O&M Industry. I started as an operations manager and was promoted to a VP of North American Operations with some 22 facilities and a $47M P&L under my leadership. In addition to the contract negotiations and development work stated above, my teams:
â€¢ Operated cogeneration power plants that had critical steam sale agreements in addition to the PPAâ€™s. Steam was sold to facilities that processed food (cheese), grew food, had critical heating loads (universities and prisons), made paper, and required critical defrosting (Syracuse University inflatable sports dome during snow falls).
â€¢ Were responsible for all EPA compliance. This included stack emissions, spill reporting, waste stream management, and river sourced cooling water streams
â€¢ Were responsible for setting up all OSHA, NFPA, and MSDS required training.
â€¢ Were responsible for developing the system by system handover punchlist prior to accepting the facility at time of commissioning
â€¢ Developed the entire preventive maintenance timeline for the day to day operations as well as the major overhauls
â€¢ Procured the initial spare parts and tooling lay ins.
â€¢ Recruited, trained and retained one of the largest, power plant O&M teams in existence
Multi-year O&M contracts help projects get financed, help bring revenue in through additional spare parts and tooling sales, and build up a multi year revenue stream that can help carry a company through lean years when new equipment sales are down. I would be delighted to look at opportunities where I could add value to a Solar team needing such expertise on their operations team.
Six Sigma Quality â€“ I have completed two, major Six Sigma rollouts as a GE Certified Master Black Belt (MBB). The first with GE Power Systems after they acquired the gas turbine division of Stewart & Stevenson Energy Products, and the second with Sun Microsystems when I was recruited to be the Staff Master Black Belt for the World Wide Operations team.
â€¢ For the GE Master Black Belt Positon:
â€¢ Provided classroom DMAIC training to over 500+ new employees
â€¢ Provided leadership and mentorship to 6 Black Belts under my direction
â€¢ Drove bottom line savings of over $4MM
â€¢ For the Sun Microsystems role:
â€¢ Provided over 500 student hours of classroom training
â€¢ Provided leadership and mentorship to 3 MBBâ€™s an 38 Black Belts
â€¢ Drove annual Six Sigma savings of over $100M through DMAIC projects
Please let me know when would be a good time for us to talk further. I have attached my resume as a Word document as you requested.
Bay Area Executive:
GE Certified Master Black Belt Director;
Supply Chain Operations, Power Systems,
eCommerce, Six Sigma Instructor
Harvey A. Braswell
OPERATIONS AND SUPPLY CHAIN DIRECTOR who brought success to the start up and operations of large, international power systems projects, global logistics operations, and field service teams by combining a Certified Six Sigma Master Black Belt rigor with a profit and loss (P&L) operations background.
Sun Microsystems 2003 - 2010
Director Asia Pacific (APAC) Supply Chain Operations
Direct responsibility for the book to ship process for 15% of Sun Microsystems entire revenue stream. Drive the fulfillment of over 8MM pounds annually of Sun Microsystems products shipping to over 10 countries throughout the Asia Pacific Region.
â€¢ Recruited and trained a China based backlog team resulting in a 60% savings on headcount costs.
â€¢ Reduced Japan annual operations headcount costs by $1.2M
â€¢ Opened up a direct ship Scotland to China shipping channel resulting in a 50% leadtime improvement. Eliminated costly and time consuming layovers in the USA.
â€¢ Reduced unscheduled backlog by over $10M and improved on-time delivery metrics by over 20%.
â€¢ Improved India order on time delivery metrics by over 30 percentage points.
â€¢ Insured compliance to wide range of Incoterm 2000 freight terms and US Export Compliance laws.
Director World Wide Customer Fulfillment Strategy Group
Lead a team to identify and manage pilot projects that would enhance the customer logistics experience and bring revenue into what had been traditionally regarded as a cost center operation.
â€¢ Successfully piloted a Short Predictable Leadtime (SPL) program which eliminated an average of 4 days in transit leadtime from a typical 8 day leadtime for select, mid range servers. Established the proof of concept resulting in program funding and headcount for a larger base program.
â€¢ Established a freight charge model for the USA which produced a $3M/annum revenue stream above and beyond cost-out initiatives also being worked.
â€¢ Launched a complex processing fees pilot in Europe which ran concurrent with a very restrictive Incoterms 2000 shipping requirement. Saved over $.5M by enabling a low-impact model which did not require expensive, third party IT support.
â€¢ Lead the logistical support for Sun's Try and Buy Program which required ultra short leadtimes as well as enablement for the returns of unpurchased products.
Director Staff Master Black Belt World Wide Operations (WWOPS) Quality
Lead and mentored the Sun Microsystems World Wide Operations six sigma team comprised of 38 Black Belts, 3 Master Black Belts (MBB) and over 2000 employees across five, global facilities. Daily, strategic interface with a team of 8 VPâ€™s and 40 peer Directors. Responsible for driving annual six sigma savings of over $100MM, representing 25% of Sun Microsystems total cost savings.
â€¢ Created a graphic, financial software program that projected forward looking six sigma financial information. Provided 80% better resolution than the corporate package.
â€¢ Initiated a MBBs-As-Trainers program to drive down training costs and raise six-sigma engagement levels. Program was implemented across Sun on a global basis.
â€¢ Certified as one of Sun Microsystems first MBBs able to teach classroom based six sigma classes. Kicked off the first class in Linlithgow, Scotland at a savings of over 70% compared to training previously provided by outside contractors.
â€¢ Provided over 500 student hours of classroom Six Sigma training.
â€¢ Promoted to the WWOPS Staff Master Black Belt within six months of initially hiring on as the Master Black Belt for Worldwide Customer Fulfillment.
â€¢ Selected to provide Voice of the Customer training for special Sun Microsystems classes.
â€¢ 47 Greenbelts Certified in WWOPS, representing over 50% of all the Certified Greenbelts at Sun. Exceeded FY04 greenbelt certification targets by 250%.
â€¢ Executed WWOPS VP/Director training attainment metrics at a rate 3 times greater than Sun Microsystems corporate average for the same employee base.
General Electric Aeroderivative Package Services 1999 - 2003
General Manager Customer Support
Lead worldwide, field service support for the GE aeroderivative, gas-turbine fleet (~1300 gas-turbines in >40 countries), employing ~200 employees from ten global facilities. Direct P&L responsibility for annual operating budgets of $90 MM in sales and $150 MM in tooling assets.
â€¢ Revitalized a Field Service business with 1999 sales of $34 MM into a business with 2002 sales of $90MM and more than doubled the margins.
â€¢ Led 82 Six Sigma projects generating net savings exceeding $5MM.
â€¢ Reduced variance to want (VTW) spans on outage duration times by 89%.
â€¢ Reduced past due receivables from $15 MM to $.8 MM.
â€¢ Established new maintenance facilities in Brazil, Turkey and the UK.
â€¢ Organized two major events for the GE Houston Asian Pacific American Forum.
â€¢ Zero OSHA recordable accidents for international field techs for over 500,000 working hours
General Electric - Stewart & Stevenson Energy Products 1998 - 1999
Certified Six Sigma Master Black Belt
Instructed, mentored and applied Six Sigma methodologies combined with Kaizen principles to a diverse gas turbine service business acquired by GE. Challenges ranged from cycle time reduction on gas-turbine overhauls to inventory reduction and accounts receivable collection enhancements.
â€¢ Provided DMAIC classroom training to over 500+ employees new to GE.
â€¢ Mentored 72 Six Sigma quality improvement projects producing bottom line savings of over $4MM. Coached and counseled four, Six Sigma Blackbelt direct reports.
â€¢ Achieved buy-in and consensus from staff champions with often conflicting priorities.
Stewart & Stevenson Operations, Inc. (O&M) 1990 - 1998
Vice President North American Operations 1996 - 1998
Supervised fiscal and operations activities for 22 operations and maintenance (O&M) contracts with Independent Power Producers ranging from 32 to 272 MW. Also managed six offshore O&M contracts for oil and gas rigs in the Texas Gulf. Responsible for an annual operating budget of $47MM. Directly supervised Business Development, Accounting, Operations and Engineering teams. Negotiated new O&M contracts, prepared bids and sales pitches.
â€¢ Established strategic alliances with third-party major overhaul providers.
â€¢ Evaluated OSHA and NFPA employee health and safety programs.
â€¢ Led due diligence teams to inspect distressed power plants for banks and insurers.
â€¢ Assisted IPPâ€™s with Power Purchase Agreement negotiations with utilities
â€¢ Worked closely with finance partners, insurance companies, OSHA/EHS agencies and utilities to insure compliance with all contract terms and state/federal regulations.
General Manager Eastern Region 1994 - 1996
Streamlined the day-to-day operations and fiscal oversight of 14 domestic O&M contracts representing over $1 billion of installed assets. Ensured environmental compliance of contracts.
â€¢ Responsible for an annual operating budget of $30 MM and supervised 200 regional and plant-based personnel. Managed steam sale agreement for a remote plant owner.
â€¢ Developed plant preventive maintenance programs later applied business-wide.
â€¢ Recruited and mentored the talent pipeline for 85% of the key leadership positions within the newly-formed International Business Unit.
Operations Manager Eastern Region 1990 - 1994
Managed the start-up, and administration of 18 O&M power plant contracts. Provided services for heavy duty and aeroderivative gas turbines. Mobilized, crew-trained and operated the first five international O&M power plant projects in Venezuela and in high-risk locations in Colombia.
â€¢ Recruited Colombian personnel and developed bi-lingual training programs for plant managers and crews. Established a leadership team in BogotÃ¡, Colombia.
â€¢ Built alliances with in-country security providers in high-risk areas of Colombia.
â€¢ Provided sales assistance to grow this new region from $4M in annual sales to $48M in 1994 when an International Business Unit was established.
â€¢ Sourced spare part inventories and tooling (~$1MM per plant).
â€¢ Developed pre-hire screening procedures to minimize expatriate post-hire disappointments.
General Electric Technical Services 1981 - 1990
Lead Technical Advisor / Site Project Coordinator/ Start-Up Engineer
Based overseas for the start-up, troubleshooting, commissioning and crew training of GE heavy duty and aeroderivative gas turbine packages worldwide. Conducted long-term assignments in Saudi Arabia (3 years), Oman, Pakistan, Venezuela and China.
â€¢ Resident Engineer for a 50MW heavy duty, isochronous gas turbine generator facility in Najran, Saudi Arabia. Directed a 100% third-country-national workforce. Improved availability by over 15%.
â€¢ Technical Advisor for installation and start-up of a 150MW heavy-duty gas turbine generator facility on an isochronous grid in Tihama, Saudi Arabia. Reduced fuel sampling times by 50%.
â€¢ Total plant installation, start-up, training and operations responsibility for a 25MW LM2500 gas turbine generator Sheng Li Oilfield Project in Dong Ying, China. Erection and start-up completed with 100% Chinese workforce. Made complex control modifications in the field eliminating 6 weeks of project delay.
â€¢ Plant engineer and control systems expert for a dual LM2500 cogeneration facility operated by GE Operations and Maintenance. Hired, trained and supervised a team for total plant maintenance. Made record first year availability.
â€¢ Provided in-country classroom training for an Oman-based maintenance team.
EDUCATION Solar Industry UC Berkeley Extension 2010
BSME with Honors, Rochester Institute of Technology 1981
Certified Six Sigma Master Black Belt, GE Power Systems 1999
Professional EHS Safety Training, Six Sigma DFSS and DMAIC training, numerous leadership Development development courses at GEâ€™s Crotonville Training Facility, Vote Solar, Solar Nation, American Solar Energy Society (ASES)
LANGUAGES Spanish, German, Job-Site Mandarin Chinese
Outside Mentor and provide programming/IT support for three online businesses,
Interests card mechanics, juggling, RC Helicopters, blues piano
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