Richard E.

Hawkins
Richmond, TX 77406 Cell: (281) 513-1246; Office: (281)342-5167 rickehawkins@yahoo.com www.linkedin.com/in/rickehawkins

Senior Professional (Project Management ~ Project Controls ~ Operations)

Oil & Gas Engineering Marine Offshore Onshore Petrochemical Construction International Senior management executive with over 20 years of cross-industry achievements meeting challenges and delivering results as a senior manager and P&L-accountable executive in engineering, construction, and consulting industries. Long history of success in large-scale project management on both a U.S. domestic and international scale (including Mexico, South American, and Middle Eastern countries), team building and leadership (expat teams, management teams, engineers, administrators, and project controls), and customer relationship development. Proven leader of corporate culture change, organizational restructuring, and operations turnaround. Reversed downward spiral and enhanced the bottom line of 2 operations in 8 years. Brought previously outsourced operations inhouse, smoothing chaos, and rebuilding from the ground up to produce increased productivity and efficiency at a much lower cost. Transformed an under-performing group resulting from an acquisition into a streamlined and thriving division. Expert in building highly efficient operations and launching new PMOs with all the project management tools and business processes in place to compete aggressively and effectively in highly competitive markets. Have consistently driven down costs while strengthening utilization and productivity and simultaneously increasing revenueeven within the most change-resistant situations. Launched new business lines that have created 8-figure revenue streams, opened new markets that produced double-digit increases in sales, and helped win lump sum projects as large as $750 million. Key value offering: Continuously drive to solve problems and produce results in project environments and the corporate arena, focusing on the bottom line and leading initiatives that improve efficiency, increase revenue, and strengthen margins. Qualifications summary: Operations Management P&L Leadership Project Management Contracts Management Vision & Direction / Strategic Planning & Execution Policy, Process, System & Controls Development Corporate Development Acquisitions & Mergers Marketing & Sales Business Development and Growth Cost Controls, Revenue Gains & Profit Increases Utilization Management Productivity Improvement

Professional Highlights
Superior Energy Services, L.L.C. Marine Technical Services 2009Present Houston, TX

MANAGER, CONTRACTS/ADMINISTRATION, DIRECTOR OF PROJECT SERVICES Selected to assist in developing marine technical services group within the Superior Energy Services, LLC to develop new Engineering, Procurement & Construction Management and Project Management processes for subsea engineering & construction. Managed over 20 personnel, controlled $150 million budget, and handled regulatory issues for arctic operations. Major project efforts included the engineering, procurement, construction, operations and business development of arctic classed oil spill/environmental incident containment barge the Arctic Challenger to assist in arctic offshore drilling operations. Key Contributions & Results:

Developed baseline metrics for project management systems utilizing an array of cost-saving management strategies. Implemented and developed project management group to include cost control, estimating, scheduling, procurement, logistics, accounting, document control and quality departments with associated policies and procedures. Implemented proactive project controls/contract management processes to streamline variationsand CTRs to affect change management activities in executing a long term contract (5 years) associated with multiple cost centers and P&L reporting to senior executive management. Managed implementation of port facility operations to support arctic vessel operations and maintenance activities. Developed spare parts electronic inventory control system, logistics, and procurement systems for warehouse operations for the Arctic Challenger Containment System supporting the Shell Exploration and Production arctic drilling project . Successfully addressed extremely arduous schedule from client requirements utilizing out-of-the box planning processes to meet client requirements and implement improvement strategies quickly to maintain credible information flow and develop earned value system to collect project metrics. Initiated capture management activities to provide continuous business development strategies for marketing the assets of the division in the offshore oil & gas arena.

Richard E. Hawkins
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OPERATIONS MANAGER Recruited to take over disorganized and inefficient marine operations and associated fleet of (4) vessels, drawing on extensive past success to develop completely new project management office (PMO) and project management processes for subsea oil and gas construction and platform recovery activities in the Gulf of Mexico. Managed 50 personnel, controlled $4 million budget, and handled regulatory issues for both domestic and international operations. Key Contributions & Results:

Produced almost immediate 20% decrease in overhead spending through variety of cost-saving and efficiencybuilding strategies. Transformed the Marine Operations department into a profit center by revising operating strategies. Increased efficiency and strengthened personnel accountability by reorganizing operations into sub-projects with each vessel assigned its own budget and goals, and with each crew and team member held accountable. Created set of performance metrics, detailed P&L budget analysis process, and risk management tools from inception to implementation. Established order and organization in what had previously been a disordered operation which lacked systems and processes. Slashed administrative costs 15% by implementing Nautical Systems (NS5) software that strengthened efficiency in the areas of crewing, maintenance and repair, and compliance. Minimized downtime and enhanced overall fleet management while lowering costs through development and institution of maintenance and repair schedules. Curtailed inherited problem with cost overruns, eliminated needless purchases, and established capability to thoroughly qualify subcontractors by designing and implementing a formal procurement process and system. Houston, TX

Wild Well Control, Inc. 20052008

DIRECTOR OF PROJECTS, MARINE SERVICES Charged with executive leadership in developing a completely new business line and revenue source for the company. Launched all-new project management group for Gulf of Mexico oil and gas platform recovery activities following hurricanes Rita and Katrina. Directed project management, estimating, project controls, logistics, procurement, and associated administration, providing leadership for 15 corporate employees and up to 20 field employees. Clients projects included Chevron, Apache, St. Marys, Merit, Newfield and BP. Key Contributions & Results:

Developed and quickly launched lucrative new business line to mitigate offshore Oil and Gas client issues in the Gulf of Mexico following hurricane damage; used strategic hiring to staff new business unit with fast-to-acclimate, experienced personnel able to hit the ground running. Increased overall sales rapidly and exponentially from ~$2 million to more than $30 million. Delivered sustained 20-25% annual revenue increase each year of tenure; simultaneously optimized profits by capturing, controlling, and lowering direct and indirect costs 22% through P&L analysis and risk management tools. Strengthened margins by developing and implementing successful project management and procurement systems, opening additional logistics offices, and spearheading implementation of project controls group. Built a highly efficient, productive, and effective group that had all the tools necessary for budgeting, scheduling, cost control, estimating, procurement, and project development and project execution. Collaborated on marketing and sales, including developing detailed estimating guidelines for platform recovery projects that increased estimate confidence levels more than 25% on a $750 million lump sum project. Houston, TX

Richard E. Hawkins and Associates 20042005

PRINCIPAL - PROJECT MANAGEMENT OFFICE Contracted to provide strategic and tactical leadership in business development, developing policies and procedures to manage engineering and construction projects for a medium size, start-up engineering office in support of marine and LNG projects. Key Contributions & Results: Expanded capabilities of firm to pursue, capture, and manage domestic and international projects in oil & gas, offshore, petrochemical, and chemical industries. Implemented interface strategy for engineering, procurement, and construction procedures including project management, and capture management initiatives.

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Drew on expertise in project management and industry best practices to create tools and structure, including P&L budget analysis, performance tracking, contractual agreements, risk analysis, and go-no-go evaluation guidelines, allowing growth of business in a competitive marketplace. Provided framework for project controls by implementing cost/progress reporting methods to develop earned value mechanism, change management reporting and schedule analysis for project metrics. Houston, TX

ABS Consulting Inc. (subsidiary of the American Bureau of Shipping Group of Companies) 19972004

GENERAL MANAGER INTERNATIONAL OPERATIONS (20022004) Promoted into senior executive role reporting directly to company president and CEO, and charged with growing revenue and bottom-line profitability of international operations in the Middle East region. Lived and worked overseas, leading strategic planning, directing operations, and managing P&L for 7 offices, 50 personnel, and a $15+ million budget in a region that spanned Oman, Qatar, UAE, Saudi Arabia, and Kuwait. Key Contributions & Results:

Grew revenue 14% by identifying and opening new markets including asset integrity management, risk based inspection, risk consulting, and training for onshore and offshore facilities. Streamlined and re-focused operations for product lines including risk consulting, certification, third-party inspection and project management services. Reduced expenses 12% and strengthened market positions for all business sectors by re-engineering the regional organization structure, integrating the parent companys best practices management, and authoring and implementing proactive marketing/business development and project management procedures.

DIVISION MANAGER (20012002) Handpicked for promotion as a change agent to turnaround recently acquired failing division with service lines including new design build, retrofit, and risk consulting for commercial owners and architectural/engineering firms. Provided executive oversight for more than 100 staff reporting through 3 subordinate vice-presidents. Managed P&L and all operations for 3 offices located in Memphis, St. Louis, and Salt Lake City. Key Contributions & Results:

Led necessary change in a change-averse culture, replacing non-performing managers, shutting down underperforming offices, and ultimately raising productivity, efficiency, and division operating margin significantly. Slashed expenses 12% through consolidation and elimination of redundant functions and the systematic reduction of unnecessarily high overhead costs. Improved efficiency in the competitive bidding process 15% by refining and implementing stronger policies and procedures for project management, estimating, and project controls. Created inroads for expansion into additional markets throughout the U.S., Canada, and Mexico; provided leadership for business development, expansion analysis, and marketing activities.

PROJECT MANAGER (20002001) / MANAGER - PROJECT CONTROLS (19972000) Sought out by previous business associate to provide leadership in the planning and implementation of a team for one of the largest contracts ever awarded by a Mexican company (PEMEX). Contract scope included the ISO 14001 certification of an Environmental Management System (EMS) for onshore and offshore drilling units as well as water, soil, sound and air quality analysis for local and international compliance. Managed engineering, construction, manpower estimating, budgeting, project controls, and contract administration and participated in all project meetings and client relations activities. Directed strategic development, implementation, and monitoring of all projects controls, including cost control, scheduling change management, and estimating. Facilities included offshore platforms, subsea pipelines, fabrication yards, onshore storage, and gathering systems. Key Contributions & Results: Enhanced utilization and productivity 10% by designing estimating, project management policies, procedures, and systems to meet client and corporate requirements. Opened 4 regional project support offices in Mexico; identified and assigned local project execution staff and supervised EMS training of over 3,000 employees.

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Performed and deliveredahead of schedule and with minimal resourcesa third-party engineering review, feasibility study, and due diligence report on behalf of a lending institution for a $1 billion project in South America. Perfected and implemented procedures for conceptual, order-of-magnitude, and definitive estimating and change management, scheduling, cost control, earned valued concepts and project execution plans.

S & B Engineers & Constructors 19901997 Houston, TX PROJECT ENGINEER/PROJECT CONTROLS SUPERVISOR Managed profit center with full P&L accountability as client/owner representative and as contractor on large industrial projects in the refining, chemical, and petrochemical industries. Representative clients/projects were in the $10 million to $250 million range and included Shell Chemicals, Phillips Petroleum, Arco, Rhom & Haas, Solvay, Amoco, and Texas Petrochemicals, as well as a 4-year, $30 million Lyondell Petrochemical Alliance Contract. Selected to lead the implementation and coordination of Project Controls efforts for engineering, procurement and construction for various petrochemical projects by utilizing in-house cost/progress system along with managing scheduling activities to provide complete project management and client reporting and analysis. Responsibilities including directing cost control, scheduling, progress reporting, change management, project estimating and associated accounting activities.

** Early career in project controls and project engineering on petrochemical, chemical, oil and gas, offshore marine. Manufacturing, government and industrial construction projects for; Fluor Daniel, Inc. Project Controls Team Leader, CDI-Stubbs Overbeck & Associates Senior Cost Engineer, Energy Plant Constructors, Inc. Project Estimator

Education

UNIVERSITY OF HOUSTON: Bachelor of Business Administration (BBA), Finance PROJECT MANAGEMENT INSTITUTE: Project Management Professional Designation (PMP) NATIONAL CONTRACT MANAGEMENT ASSOCIATION ROBERT GORDON UNIVERSITY: MBA, Oil and Gas Program Coursework VILLANOVA UNIVERSITY: Master Certificate Commercial Contact Management Program VARIOUS INDUSTRIES: Management Programs, Classes, Workshops and Seminars. SOFTWARE PLATFORMS UTILIZED: Microsoft Suite, Projects, Oracle, Primavera, Hard Dollar, Risk Analysis