Engineering/Post Military Work History

This page highlights my work history since retiring from the Air Force, January 1993 to Present in reverse chronological order.

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

· Help people to raise their levels of performance. I offer extraordinary capability to bring the best out of people, to bring people and resources together to solve problems to accomplish major improvements. I have received honors for excellence for such things as successfully managing a $100 million energy program, administering over 100 concurrent service contracts, and leading a 160-person base civil engineering operation. I Challenge the impossible and lead teams to create solutions. I garner excellent results where others may have fallen short. I continuously explore management science to acquire skills to engineer management processes. I create processes (involving people) to better serve customers while energizing employees to greater satisfaction and performance. I get it done. I am energized by helping people to raise their levels of performance. On time (safely) and within (approved) budget are the minimum expectations for every project. I possess the knowledge and skill to identify quickly the changes in scope and subsequent impacts to meet these expectations. I seek and expect an equitable exchange of values.

· Acquire knowledge and useful skills to engineer the management processes. Many processes in use today have evolved from daily operations. I continue to explore management science. I engineer processes involving people to better serve customers. Motivate employees to greater satisfaction and performance.

· Engage people in comprehensive planning (strategic planning, visioning, goals and objectives, master planning, contingency or emergency response planning, policy development, prioritization, etc…). I am skilled in developing decision packages for the replacement of aging infrastructure. I have proven experience in selecting qualified performance contractors who help modernize utility infrastructure from the savings in utility costs realized from the modernization. I have helped with safety and environmental compliance. I link these issues to business plans so that compliance will be an asset to the future of the business enterprise. I conduct training as necessary to achieve desired results. I host meetings and produce communication aids. I draft preliminary plans to stimulate involvement of stakeholders. I can create conflicts to spur dissatisfaction with status quo. I provide engineering studies to influence decision makers. I sponsor SMART/SMARTER goals setting sessions. Every facility over 10-years old can potentially benefit from this skill. There is power in shared goals and objectives. Clear priorities eliminate unnecessary conflicts. Conflict can be a useful tact to spur change. Accountability is measuring what we manage; managed change is improbable without accountability.

· Repair lighting in church assembly hall. Client's facility had a history of Exit Light violations during safety inspections. 66% of the lights failed to light. There was minimal additional cost to retrofit versus replacement with like items. Replaced obsolete ballasts and fluorescent tubes. Installed energy efficient fluorescent lights. Rewired and balanced switching circuits. Replaced exit light fixtures with battery back-up. Added emergency lighting in the assembly hall. Restored/improved lighting levels (2X-4X). Reduced energy demand by nearly 50%. Assured reliable exit and emergency lighting. Restored/improved lighting control (selectable lighting levels and effects).

· Improve process effectiveness and efficiency. Many processes evolved from daily operations and can be improved due to improved technology and information management. Define the process start to finish. Provide technical requirements. Reference policies or procedures. Define scope and estimate costs. Ensure visibility for scope, cost and schedule. Serve customers better while energizing people to greater satisfaction and performance

· Improve workforce and management effectiveness and efficiency. The organizational mission, vision, goals, objectives and plans must be understood at all organization levels to promote shared values and highlight counterproductive activities and decisions. Evaluate understanding, compliance and feedback from organizational activities. Facilitate or provide training tailored to support the organizational mission, vision, goals, objectives and plans. Congruent and competent organizational performance, i.e. accurately reflects the organizational mission, vision, goals, objectives and plans.

· Improve organizational planning effectiveness and efficiency. Organizational hierarchies tend to plan differently and create conflicting and counterproductive situations that spur division rather than cooperation. Facilitate strategic planning, visioning, goals and objectives, master planning, contingency or emergency response planning, policy development, prioritization, etc…). Visual evidence of immediate to long term effects of plans. Resource requirements become evident. Short falls become easy targets for corrections.

· Plan for the replacement of aging infrastructure. Every facility over 10-years old can potentially benefit from this effort. Compare risks and costs of operation and failure to costs of replacement and reliable operation. Potential for planned replacement versus emergency replacement if ran to failure.

· Secure a qualified performance contractor who will help modernize utility infrastructure from the savings in utility costs realized from the modernization. Technology needs have outpaced the operations and maintenance budgets demanded for them. I identify energy and maintenance cost saving opportunities from modernization of production stationary equipments and utility infrastructure. Reduced costs to operate more reliably and efficiently.

· Solve chronic or recurring problems with people, processes or systems. Organizations often accept situations they are powerless to change. There are hidden and not so hidden costs from unresolved issues. I conduct cause and process mapping to identify issues and their root causes. I present a business case for taking action to address them. More effective and efficient organizational performance. Build confidence to attack nagging issues.

· Ensure contractor performance on recurring contract. Experienced help with recurring contracts including control of change orders and recovery damages or overcharges. I approach project management from a customer or stakeholder point of reference. I anticipate potential conflicts and seek resolution plans. Gain control of change orders. Recover damages or overcharges. Attain equitable exchange of values.

· Consider outsourcing and alternatives. Outsourcing provides many alternatives but can provide new sets of problems. Define needs and weigh many alternatives. Consider friendly and longer term alternatives. Resolve root cause(s) leading to decisions to consider outsourcing. Select best providers of solution(s).

· Generate positive customer enthusiasm. It is unwise to think that no complaint means customer satisfaction. Repeat business and referral are invaluable in growing and sustain business. Develop a customer care strategy that seeks and realizes a higher standard. Engage teamwork in the delivery of services to customers. Reduced workforce turnover. Effective customer relations. Shared expectations and achievement. Better efficiencies, productivity and customer enthusiasm.

· Ensure environmental compliance. Environmental non-compliance can consume business profits and turn customers away. Being a good neighbor is essential to conducting business. Develop company policy to send the right message about compliance. Help with safety and environmental compliance issues. Link these issues to business plans. Compliance will be an asset to the future of company enterprises.

· Recover from unwanted events such as severe weather, vandalism or fire. Disaster strikes all businesses. The future health of a business depends on the resilience and resolve to recover quickly and continue serving its customers. Damage Assessment--help with recovery. Disaster confined to site and not imposed on customers.

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

· Provide Aircraft Final Assembly area in separate facility. Construction will encompass space currently in use. Developed several plan alternatives, integrated plans to address comments, compiled pros and cons for each alternative and pushed for decision. Modified selected areas to accommodate maintenance activities. Continuous manufacturing activities during construction.

· Provide Aircraft Final Assembly in compressed space. Construction wall left enough space to support one Aircraft in Final Assembly. Developed several plan alternatives, integrated plans to address comments, compiled pros and cons for each alternative and pushed for decision. Modified selected areas to accommodate maintenance activities. Continuous manufacturing activities during construction. No disruption to move or split manufacturing teams between buildings.

· Provide OSHA Fall Protection for workers on wings of aircraft. Target zero injuries in LM Aero. Historically a person has fallen from wing and was injured. Developed several alternatives with costs, compiled pros and cons for each alternative and push for decision. Decision makers have been provided the knowledge of how to provide fall protection, fall prevention and fall arresting systems to prevent serious injuries. A funding decision is anticipated.

· Provide fall protection for workers on Mate and Final Assembly platforms. A team of stakeholders met and developed a concept to modify the EMAS Stations to improve fall prevention. I developed a statement of work for a contractor to design and build a prototype. I managed the design process and evaluated the prototype. I sketched a solution to the only objection. Decision makers have been provided a working prototype. A funding decision is anticipated.

· Provide Video Assembly System Carts. The company is expanding the use of its 3-D graphics capability to assist in visually based assembly training. I wrote a statement of work to have the systems assembled. I inspected the inventory of parts and determined that necessary components were not supplied as stated. I worked with the stakeholders to resolve the shortfalls. The simple assembly task was confounded by the challenge to order and actually receive the necessary parts. The task grew from four to twelve systems.

· Provide aircraft engine installation alignment aid. The safety and precision of aircraft manufacturing demands engineering controls to reduce human errors. I laid out a universal template for markings on the floor to guide alignment of engine carts to various models of aircraft. Provides for quicker and safer installation of engines in aircraft.

· Provide power for the aircraft paint stands. Power is required to use the lighting and receptacles on the stands. I managed the design and installation of special dedicated receptacles for the maintenance stands. Prevented potential delay in aircraft manufacturing.

· Provide power for the aircraft maintenance stands. Power is required to use the lighting and receptacles on the stands. I managed the design and installation of special dedicated receptacles for the maintenance stands. Prevented potential delay in aircraft manufacturing.

· Provide aircraft maintenance cribs. Provision of storage areas nearby enhances the control of the manufacturing process and prevents damage or injuries from clutter. I wrote a statement of work to have the cribs built and then coordinated the work. Prevented potential delay in aircraft manufacturing.

· Provide barrier between FOD Control and FOD Critical areas. Foreign Object Debris are known to put aircraft at risk of premature failures. I worked with the cribbing contractor to ensure that debris from a less critical area were blocked by a barrier. Assured less critical area was not a source for potential aircraft failure due to FOD.

· Provide workstations in maintenance cribs. A secured workplace was required to support aircraft manufacturing in the remote work location. Provided power, Lighting, communications and data for 4 positions securely located within the cribs. Prevented potential delay in aircraft manufacturing.

· Provide floor striping and striping removal to define new FOD Control and FOD Critical areas. Proper identification of FOD zones is essential to the program to prevent foreign object damage. I wrote a statement of work to have the correct FOD lines painted and then coordinated the work. Assured less critical areas were not a source for potential aircraft failure due to FOD.

· Manage expedient design of OSHA Chromium VI Standard compliance project. The company established a deadline to comply with the new OSHA Chromium VI Standard. An expedited design effort was sought to ensure enough time to construct by the deadline. I wrote a statement of work to have the construction project designed to provide construction documents. I managed the design process to ensure coordination and timely completion. Final construction documents were received on schedule.

· Provide new tow bar for aircraft transportation dolly. The tow bar was shared with another piece of equipment that potentially could delay a move if it were unavailable. I researched and designed a nearly duplicate tow bar. I coordinated the in-house fabrication of the tow bar. Prevented potential delay in aircraft manufacturing.

· Planned construction wall for concrete construction in main aircraft manufacturing building. A dust or FOD barrier is required to separate the areas under construction from the manufacturing areas. I planned and coordinated the location of the barrier wall to support manufacturing and construction. The construction wall was added to the construction contract for the area. Prevented potential delay in construction and aircraft manufacturing.

· Improve safety of workers on aircraft manufacturing platforms. A team of stakeholders met and developed a concept to modify the aircraft manufacturing platforms to improve fall prevention. I developed at statement of work for a contractor to design and build a prototype. I managed the design process and evaluated the prototype. I sketched a solution to the only objection. Decision makers have been provided a working prototype. A funding decision is anticipated.

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

· Provide company Best Practices implementation oversight, training and audits. As Engineering Manager for Grubb & Ellis Management Services in support of a major portfolio, I was challenged to push portfolio compliance with Reliability Best Practices. I was neither a Customer’s Manager nor supervisor of Grubb & Ellis Facility Managers. I was a staff engineering manager without positional authority commensurate with assigned responsibilities. I was remotely located from six of seven sites in six states. I established the original measures of compliance and converted the stated goals into measurements on the dashboard. Using a model of progressive improvement, the dashboard showed who was on track to meet the goals and who was not. I worked persistently to get managers to address the potential reliability issues associated with high employee turnover and inadequate staffing. I assisted and mentored each Facility Manager and their staff with the successful completion of their corrective action plans. The people who owned the measurements and results generally responded to meet the goals. Raised Reliability Best Practice compliance from about 78% to 96.1%

· Establish Best Practices for Energy Management in existing critical facilities. Acted as consultant to client in the development of their energy reduction program. Researched and developed Data Center Energy Conservation actions and measures of compliance. Developed first draft for revision and point of departure. Created awareness of energy costs and activities that use energy and water excessively. I helped publish Energy Management Best Practices. I established measurable performance indicators for Best Practices Compliance.

· Develop and standardize engineering and technical qualification/certification processes. I served as Engineering Manager for Grubb & Ellis Management Services. Generally, our sites had poor definitions of contractual responsibilities. There seemed no limit to the content and scope of work requests from our customers to be accomplished within scope. I provided company implementation oversight, training and audits. I worked with our facilities engineering staffs at seven locations in six states to develop standardized engineering and technical certification processes. I supported the initial certification boards to ensure fair and reasonable testing for operator certifications. Over 50 engineering technicians /operators achieved certifications.

· Reduce energy consumption and improve reliability of critical facilities and infrastructure. Existing Critical Facilities may have been engineered initially but have evolved unilaterally by operational changes unwittingly into facilities that are targeted today as large energy consumers. Existing solutions to the critical facility reliability challenges consume extra resources to ensure maximum equipment availability. As Engineering Manager for Grubb & Ellis Management Services, I had the opportunity study and address the reliability and energy engineering gap in critical facilities. There are many feasible engineering solutions to meet reliability design requirements that also achieve good energy efficiency results. I presented my findings (http://www.jegpe.com/images/ch84_greenawalt_k4.pdf) to the 31st World Energy Engineering Congress.

· Provide engineering management support seven critical facility sites from virtually anywhere. My first supervisor at Grubb & Ellis was in Dallas, TX; my second was in Southbury, CT and the third was in St Louis, MO. I was privileged to access and transmit information via laptop computer so that I could work from any high-speed internet connection virtually anywhere. I met with people regularly using a teleconferencing account and received voicemails on my laptop. I kept plans and files updated on shared databases through my laptop. I also provided training and briefings with annotated PowerPoint files. I used spreadsheets extensively in managing site compliance data. Geographic separation was overcome securely through the internet. Travel costs were reduced significantly.

· Provide interface with business partners in development of data center portfolio operational best practices. I participated on conference calls with team members from all over the world. I walked a fine line providing excellent service while highlighting success and shortfalls of our company’s services. I administratively supported the client’s teams with data and graphics for high-level briefings. I maintained the shared data base to ensure updates were posted promptly. Current and accurate compliance status was constantly available to decision makers for our clients and us.

· Develop and manage the GEMS reliability assessment corrective action plan including target completion dates. Performance shortfalls required a corrective action plan. The client viewed these as high priority yet did not have a budget for the corrections. It was up to our site managers to develop the plans and justify resources to execute the plans. I facilitated the meetings between our management and our clients. I brokered agreements and commitments and document them in meeting reports. I tracked who owned the next actions and the due dates. Corrective action plans help both the client and the customer accountable for compliance. Many of the troublesome issues were systemic and perpetuated by the customer.

· Develop chief engineer and assistant chief engineer training, qualification and certification programs. Turnover in our facility managers and chief engineering technicians was very high. Qualified replacements were very difficult to find. The long term solution was to grow our supervision and management from within. I developed performance measures and training checklists. I targeted training on issues and shortfalls identified by our management and clients. I identified the resources required to provide training in cost accounting and business management. Created potential for upward mobility in our critical facility operations and management workforce.

· Coordinate and consult on the updating of operator handbooks and subsequent operator training and qualification certification program. Operator handbooks were the primary resource for initial and orientation training for new technicians. The chief engineering technician was responsible to ensure it covered all equipment and systems for which he and his crews were responsible. I visited sites and reviewed the Operator handbooks. I would inspect the site for new or omitted equipment and systems. I compared the handbook to their training checklists and reviewed training progress. I provided training and certification resources to assist in their workforce development.

· Develop and manage the GEMS energy management and conservation strategy including target completion dates. These critical facilities pursued 24/7/365 reliability at all necessary costs. The cost of the business hardware dropped exponentially over time making energy consumption the largest element in their cost of doing business. I determined that the largest inefficiencies were due to operation measures intended to assure reliability of their critical loads. I determined that fear was the primary motivator and facts were not sought. No cost and low cost energy efficiency improvement measures were accomplished promptly. Energy consumption versus critical load requirements is tracked.

· Resolve reliability issues with battery banks used to ensure continuous power to the datacenters. Many critical facility power systems have tons of batteries that provide power during the interruption of online power sources. The nature of the series parallel systems to achieve the desired voltage and current allows a single batter failure to interrupt the current supplied by many batteries. I researched battery systems by various manufacturers and identified the failure modes. I recommended a replacement strategy based on the minimum reliability requirements. I provided a simple measurement indicator to flag the time to replace battery banks. Battery life is tracked and departures from the failure model are watched closely to justify funds to replace battery banks.

· Participate in professional reliability organizations, trade shows and seminars. Grubb & Ellis Management Services sought to promote itself though targeted participation in professional reliability organizations, trade shows and seminars. I wrote and submitted an abstract for consideration for the 31st World Energy Engineering Congress. It was selected for presentation. I wrote the paper and it was approve for publishing and presentation. I presented the results of my engineering management effort in support of critical data center facilities.

Company name and type of business:

Computer Sciences Parsons, LLC,

Contractor, Civil Engineering Services

Address: 72 ABW/CEC, PO Box 46038

Tinker AFB, OK 73145

Dates of Employment: From: 3/1/2002 To: 5/17/2006

Position Title: Chief Design and Construction SRM/Deputy Chief Engineer/VP/Chief Engineering Services and Energy Management

Provide engineering and program management support of engineering services, design support, maintenance engineering, and energy management

Salary: $75,000 - $81,600

Supervisor: William Ward, James Kennedy

Telephone: 405-734-3672

Number of employees: NA

Number of people supervised: Varied up to 30

Sales Volume: NA

Reason for leaving: Position Eliminated

Budget Responsibilities: $30,000,000 utility purchases, $24,000,000 utility resale, $25,000,000 Design, $40,000,000 Construction program.

Committees served on: Reliability-centered Maintenance Board, Energy Working Group, Facilities Board and Energy Steering Group.

Awards and Recognition: Computer Sciences Parsons Team of the Quarter (Engineering Design) 3rd Quarter 2005, Computer Sciences Parsons Team of the Quarter (RCM) 1st Quarter 2005, DynPar EXCEL Award for Excellence in 2004.

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

· Improve safety and reliability of the central cogeneration plant. At Baylor University (Waco Construction, Inc.), the Central Heating and Cooling plant had reached its capacity and experienced occasional problems in meeting demands for cooling and heating. I developed and coordinated $15 million energy performance contract type project. The project was to be accomplished without serious adverse impacts to university operations. The project was accomplished without serious adverse impacts to university operations. This project won the Association of Energy Engineers Energy Project of the Year award for the year 2000.

· Improve campus facilities and systems. Unscheduled maintenance had grown to well overshadow scheduled maintenance. Developed deferred maintenance reduction projects and oversaw the implementation of a preventive maintenance program. Saw reemergence of scheduled maintenance as the primary maintenance activity.

· Identify items to improve maintainability and reliability. Safety, reliability, and cost effectiveness had deteriorated over time. I recommended and provided capabilities to isolate system components; to provide standby, redundant, or back-up capabilities; to ensure adequate chemical water treatment; and to ensure adequate system controls including clean and dry air for pneumatic systems. Maintenance activities were simplified and more easily accomplished within normal work schedules. Repeatable maintenance activities contributed to improved plant safety.

· Accomplish necessary maintenance and repairs without a shut down. Too much of the necessary maintenance and repair requires complete shutdown of a utility (heating, cooling, electrical generation or a combination thereof). I implemented projects during shutdowns to provide capabilities to isolate equipment for maintenance and repairs. Necessary maintenance and repairs may now be accomplished on our schedule without a shutdown.

· Improve safety, reliability, and cost effectiveness of plant operations. Safety, reliability, and cost effectiveness had deteriorated over time. I analyzed the heating, cooling, and electrical generation operations of the Temperature Control and conducted job hazard analysis. I established basic orientation and training to ensure job hazards were understood. Plant employees became eyes and ears for ensuring safe and reliable operations. Many improvements were initiated and well justified at the working levels.

· Upgrade the Temperature Control Center without lengthy or unplanned utility outages. As Assistant Director of Physical Plant for Baylor University, Waco, TX, I oversaw 24-hour operation of the Temperature Control Center, which produced electricity, chill water and steam utilities for nearly 4 million square feet of campus facilities. I coordinated over $15 million in energy infrastructure improvements, nearly $10 million at the TCC. The construction was accomplished with uninterrupted comfort heating and cooling and without electrical demand penalties.

· Engage Performance Contractor to accomplish campus energy efficiency improvements. University funding was not approved. Our strategy was to get a performance contractor to determine the saving potential and fund (for a fee) the project. I wrote the statement of work highlighting the desired upgrades, repairs and improvements to be accomplished as part of the contract. I ensured that energy conservation opportunities were operationally sound and did not provide unacceptable hindrances to the normal business of our client, Baylor University. The Performance Contractor developed and designed a cost effect project to accomplish $15 million of energy efficiency improvements. The University chose to self-fund the project.

· Keep the performance contract work on schedule and within budget. As Energy Engineer for Baylor University, I was a third party contractor without direct authority over the contractor. Provided cost-effective alternative solutions to problems encountered during the campus energy retrofit program. I was involved in resolving most of the conflicts involving campus customers and beneficiaries. I was successful by hearing, understanding and resolving campus customers' and beneficiaries' concerns. Working closely with the Performance Contractor, I increased our company revenues.

· Accomplish Performance Contract work without a shutdown of utilities. The $10 million improvements at the plant included removal of 3 boilers, 2 chillers and two cooling towers; installing 3 chillers, 1 heat recovery boiler and two cooling towers; reworking steam, chill water, and condenser water piping; adding mechanical water purification equipment (side stream filters, condensate polisher, softener and dealkalizer), chill water pump, energy management system and variable frequency drives; replacing boiler feed water system (pumps and deaerator), blow-down systems, and condensate surge tank; and expansion/renovation of the control room. I coordinated activities and schedules with the campus stakeholders to ensure schedule compliance. I kept plant personnel involved in all problem solving activities and brokered many compromises and agreements. Maintained excellent relationships with the Performance Contractor and the subcontractors. Many potential show-stoppers were managed to prevent serious project impacts.

· Obtain emission permits in a timely manner without punitive sanctions for past noncompliance issues. During the course of the University’s energy infrastructure improvement project, we discovered that the University did not have the required environmental permits for any of their boilers. We secured the services of environment engineering specialists to present the case for the new boiler permit and seek reconciliation for the operational violations of the existing boilers. We were successful in getting the permits in a timely manner and remarkably reduced sanctions for the years of violation. This project won the Association of Energy Engineers 2000 Energy Project of the Year.

· Satisfy the beneficiaries of the lighting retrofit work. The simplest part of the project, lighting, turned out to be the most troublesome due to the difficulty in satisfying each of the beneficiaries of the work. Some offices seemed brighter than others did, which drove complaints of favoritism and challenges based on seniority. We were able to de-lamp some fixtures to satisfy complaints of being too bright. For the complaints of not being bright enough we were able relamp with brighter bulbs. We also satisfied color rendition index requirements of the art and interior design labs. The project reduced lighting cost by more than 50% campus wide. Lighting levels were improved. Air conditioning costs were also reduced.

· Accomplish emergency repairs to combustion gas turbine cogeneration unit cost-effectively. Repairs required 2-week shutdown of combustion gas turbine cogeneration unit. Shut down would incur 3MW demand penalty. Turbine maintenance is normally planned and accomplished during off peak demand seasons. I developed business case to rent emergency generators during the shutdown. I won approval and coordinated the installation and refueling operations. The combustion gas turbine cogeneration unit was restored to full operating capability without incurring demand penalties.

· Continuous 24-hour operation of Temperature Control Center (TCC) to produce utilities to satisfy campus demands. 24-hour Temperature Control Center operation to produce electricity, chill water and steam utilities for nearly 4 million square feet of campus facilities. Managed staffing and attendance issues including approval of overtime work. Developed policies and procedures to ensure plant supervision and staff decision would be consistent with company and university policies. The Temperature Control Center (TCC) at Baylor University continued to improve reliability and economic efficiency.

· Provide support for four supervisory and eight skilled operator/mechanics. 24-hour Temperature Control Center operation to produce electricity, chill water and steam utilities for nearly 4 million square feet of campus facilities. I fully engage staff from all shifts in the planning for upgrades and repairs. I provided budget authority and decision guidelines. Voluntary turnover was virtually eliminated. Workface was vested in the upgrades and repairs of the plant.

· Restore the central plant manager's competence and proficiency in plant operations. The plant had reached its capacity and experienced occasional problems in meeting demands for cooling and heating. During the course of modernization of the central utility plant at Baylor University, the Plant Manager became technically obsolete and lost the respect of his subordinates. Rather than disciplinary measures, I met with the central plant manager and we devised a plan to bring him up to speed and recapture respect. In essence, I hired a new manager to take over plant management during the remainder of the project. This gave the original plant manager a chance to focus on the operational changes and learning the new technologies. He was restored to his post at the end of the project fully equipped to lead.

· Project consumption and cost of utilities for preparation of the campus budget. Campus utility costs had grown over the years to a significant portion of the campus operating budget. I evaluated utilities consumption patterns for Baylor University and projected budget figures for natural gas, electricity, and water for the budget. Consumption estimates were accurate within ±5%.

Work History (Post Military)

Links to Other Work History