JOHN GOODWINHouston, Texas 713.254.9589 jgoodwin64@comcast.net

SR. PROJECT MANAGER / PROJECT MANAGER

Process Improvement / Planning / Project Controls / Budgets / Cost Control / Scheduling / QA / CRM / RFPs / Life Cycle Management / Change Management / Compliance / Team Building / Document Management / SAP / Costing Estimating / Technical Writing / Contract Management / International / Facilities / Risk Management

A project management professional with an outstanding record planning, executing and delivering complex projects within tight time and budget constraints for firms in the oil, gas and energy sector. Experience at Talascend Worldwide Engineering, FMC Technologies and other firms, includes key roles on major international surface and subsea oilfield EPC projects with budgets ranging to $400M. Special expertise in project controls and development of technical and engineering project documentation. Can make a strong impact by:

Shepherding major large-scale projects from inception to successful delivery Developing & implementing project plans for complex global programs Meeting challenging milestones while ensuring quality & compliance Establishing & maintaining rigorous schedule & budget controls Training, mentoring & motivating top performing teams

High-energy, natural leader, team builder and strong motivator. Sharp analyst and astute planner. Education includes BS in Business Administration from the University of Phoenix and a Project Management Certificate from the University of San Diego, as well as a Paralegal Certificate in Contract Law. Served in the US Navy.

SELECTED ACCOMPLISHMENTS

Created digital manuals for an undersea project. Talascend was engaged by Bechtel Subsea for a Chevron oil project in Tahiti. Played a key role in developing and improving technical/engineering digital for a major expansion. Currently ahead of all of schedule deadlines. Earned commendations from Chevron and Bechtel for quality of the work.

Accelerated productivity 15-fold. FMC project health assessment methods were outdated. Developed a streamlined review processes for all EPC projects. Exploited synergies to increase productivity. Eliminated redundancies. Cut cycle time from days to hours. Enabled precise assessment of all milestones, including schedule and budget burn rate.

Boosted efficiency 87.5%. Project document control processes at FMC were inefficient, resulting in productivity bottlenecks. Created new processes tied to changing project demands. Cut turnaround time from 32 hours to only four hours. Saved $100K on labor alone, reducing headcount. Improved both internal and external client satisfaction.

Diversified strategic sourcing to cut risks. FMC reliance on a single supplier for pipe products resulted in project interruption risks. Working with procurement, devised a multivendor strategic sourcing model. Shifted partial product development costs to the customer. Accelerated deliveries and alleviated risks with minimal impact on costs

Protected a $100M FMC contract while cutting costs & increasing margins. BP questioned pricing differences on its Thunder Horse project vs. prior contracts. Proved design changes made by BP were driving higher costs without adding functionality. Convinced BP to retract the changes. Reduced costs, increasing FMC margins nearly 10%.

CAREER HISTORY

Project / Contract Management Technical Editor / Technical Writer, Talascend Worldwide Engineering Resources, 2015-Present. Recruited by a global engineering resources firm for a major subsea oil project with Bechtel in Tahiti for Chevron. Managed production of technical documentation as part of the contract performance QA process.

FMC Technologies, a $7.1B oil & gas equipment/services firm. Repeatedly promoted, roles include:

Stage Gate Assessment Manager, 2012-2015. Directed project health assessment programs including subsea EPC audits. Provided program/project services. Concurrently (2014-2015), Document Control Supervisor. Led a team of 12 specialists, managing technical and contract documentation for all global subsea EPC projects.

Senior Project Manager, 2005-2012. Led project management efforts for Gulf of Mexico deep-water oilfield development. Managed all phases from tender to first-oil on programs with budgets ranging from $5M to $400M.

Earlier: Product Project Mgr./Subsea Controls, Qualitec Consulting Group; and Aftermarket Mgr. / Facility Mgr., Nautronix, Inc. Began career in technical/project management roles at Gamma-Metrics and General Instrument Corp.