Michael E Soukup Resume 6-25-15
- 1. - 1 - Michael E. Soukup 3530 Endicott Lane Pearland, TX 77584 832-637-7035 (H) 832-256-5975 (M) msoukup43060@att.net _________________________________________________________________________________ PROFILE I am an accomplished Project Management and Engineering Professional with more than 34 years experience on major capital and plant site projects for petrochemical and refining facilities. Since 1988, I have worked for BP (formerly Amoco), Ineos, and Flint Hills Resources providing project/engineering management for large chemical and refining projects, both revamp and grassroots. These projects were located in the USA and Europe. As part of a site manufacturing organization, I managed a technical team of engineers, consisting of works projects and technical service assignments. A recent role was the BP Downstream S&OR (Safety and Operational Risk) Projects Technical Authority providing process safety assurance to projects. I have a Registered Professional Engineering License in South Carolina with specific expertise in mechanical and project engineering. I also carry a membership with ASME. WORK HISTORY Jun 2015 present Large Capital Projects Engineering Manager Flint Hills Resources Pine Bend Refinery Rosemount, MN Manage, along with the Large Capital Projects Leaders, a team of Owner and Contractor personnel to develop the Front End Loading and detailed engineering for a portfolio of Flint Hills Resources Pine Bend Refinery large capital projects. I am responsible for the delivery of an optimized design scope of work that meets technical integrity. My responsibilities included: Provide Engineering integration/coordination Evaluate technology selection Monitor and assure conformance to specifications and standards Monitor quality assurance of the engineering design and the procured equipment and materials Develop the organization and appropriate resources for a cross-functional project team Application of Project Management Guidelines and Project Process Phases 1-5 Contractor evaluation and direction Coordinate activities internally across departments, sites, and businesses and externally with suppliers, contractors, and other vendors Maintain alignment of teams with the business objectives Verify project schedule milestones are met by the engineering contractor. Evaluate schedule slippage and support development of schedule mitigation plans
- 2. - 2 - Feb 2013 Apr 2015 S&OR Projects Technical Authority BP S&OR Downstream Webster, TX I fulfilled the technical authority S&OR role to projects >$50M within the BP North America Downstream sector. I served as the S&OR Projects Technical Authority to provide deep technical expertise and an independent view of safety and operational risks for Downstream Major Projects. This role ensured consistent application of processes and standards along with risk characterization across the Downstream Major Projects portfolio. My responsibilities included: Provide expertise, recommendations and independent view on safety and operational risk associated with Major Projects within Downstream, in support of Segment and Group Leadership funding approval decisions for Major Projects. Provide an independent view that safety and operational risk management and inherently safer practices are being applied on technically significant issues in Major Projects in alignment with the operational risk process (OMS GDP 3.1), GP 48-04 and other S&OR related practices such as MAR, HAZID, ISD, HAZOP, LOPA, QRA, FHA, etc. Provide recommendations on application of Engineering Technical Practices on Major Projects across the Segment and S&OR requirements for Downstreams project common process, and provide recommendations on deviations from these practices and processes raised by Major Projects. Check with projects to assure the adequacy of the deviation process in place in major projects. Aug 2011 Feb 2013 Field Engineering Manager BP Whiting Refinery Modernization Project (WRMP) Whiting, IN I managed a team of Owner and Contractor personnel to ensure technical and integrity assurance for a major multi-billion dollar repositioning of the Whiting Refinery. This project involves a very complex mix of new and modified equipment within a new Crude Distillation Unit, Coker Unit, Gas Oil Hydrotreater Unit, Sulfur Recovery Complex, and OSBL to support the heavy Canadian crude. My responsibilities included: Develop the organization and appropriate resources for a cross-functional engineering and information management team Application of the Capital Value Process Development of budgets, schedules, and project execution strategies Contractor engineering oversight and assurance Coordinating activities internally across departments, sites, and businesses and externally with suppliers, contractors, and other vendors Maintaining alignment of teams with the business objectives Providing Execute Stage Engineering Assurance deliverables Application of the BP Group Standard for Integrity Management Oct 2010 Aug 2011 Construction Interface Manager BP WRMP 12PS Whiting, IN I managed, along with the Major Projects Leader and co-Construction Interface Manager, a team of Owner and Contractor personnel to construct a major revamp of the Whiting 12PS unit. This revamp involves a very complex mix of new and modified equipment to support the heavy Canadian crude. My responsibilities included:
- 3. - 3 - Ensure owner and contractor personnel safety Application of Control of Work and Risk Assessment of the permitting of the Brownfield portion of the 12PS revamp area. Development of budgets, schedules, and project execution strategies Contractor evaluation and direction Developing effective safety execution plans Coordinating activities internally across other WRMP project pillars and externally with suppliers, contractors, and other vendors Maintaining alignment of teams with the business objectives Providing Execute Stage Construction deliverables Aug 2006 Oct 2010 Project Engineering Manager and Engineering Authority BP WRMP 12PS Sugar Land, TX I managed, along with the Major Projects Leader, a team of Owner and Contractor personnel to develop the Front End Loading and now the detailed engineering for a major revamp of the Whiting 12PS unit. This revamp involves a very complex mix of new and modified equipment to support the heavy Canadian crude. My responsibilities included: Develop the organization and appropriate resources for a cross-functional project team Application of the Capital Value Process Development of budgets, schedules, and project execution strategies Contractor evaluation and direction Developing effective safety execution plans Coordinating activities internally across departments, sites, and businesses and externally with suppliers, contractors, and other vendors Maintaining alignment of teams with the business objectives Providing Define and Execute Stage Engineering deliverables Application of the BP Group Standard for Integrity Management Mar 2006 Aug 2006 Project Manager Innovene/Ineos Alvin, TX I managed the portfolio of site Low NOx emissions reduction projects which include the site boilers as well as the Cogen area. My responsibility includes managing a team of technical and construction personnel to implement the Low NOx projects. This position utilizes the Capital Value Process to enable a staged gate process to project implementation. My responsibilities are to deliver safe completion of the projects, meeting the business objectives within the cost and schedule constraints. May 2005 - Mar 2006 Deputy Project Manager Innovene Alvin, TX I managed, along with the Project Director, a team of Owner and Contractor personnel to develop the Front End Loading for a new technology project within olefins. My responsibilities included: Develop the organization and appropriate resources for a cross-functional project team Application of the Capital Value Process Development of budgets, schedules, and project execution strategies Contractor evaluation and direction
- 4. - 4 - Developing effective safety execution plans Coordinating activities internally across departments, sites, and businesses and externally with suppliers, contractors, and other vendors Maintaining alignment of teams with the business objectives Apr 2003 - May 2005 Lead Project Engineer BP Alvin, TX I was the Lead Project Engineer within a large project team that successfully implemented a $350M debottlenecking and environmental compliance project. I participated in the detailed engineering portion of the project and then continued to be an active member of the construction and start up of the expansion. My responsibilities included: Input to the development of the organization and appropriate resources for a cross-functional project team Application of the Capital Value Process Development of budgets, schedules, and project execution strategies Contractor evaluation and direction Developing effective safety execution plans Coordinating activities internally across departments, sites, and businesses and externally with suppliers, contractors, and other vendors Maintaining alignment of teams with the business objectives Coordinating activities for the Management of Change and PSSR Fulfilling the role of the project Engineering Authority Coordinating the construction assurance and turnover activities Coordinating activities with an off-site modular design and construction that was barged to the manufacturing site Apr 2002 - Apr 2003 Work Sabbatical BP Houston, TX During this time period, BP was not planning to spend major capital money as a result of the post 9-11 economic downturn. However, BP wanted to retain its project professionals and offered a 6-12 month sabbatical to keep the workforce. I accepted this time away from the work-site to enjoy family and travel. Aug 2000 - Apr 2002 Project Engineering Manager BP Houston, TX I was the Engineering Manager that was a part of a cross functional team to evaluate sites for a new PTA petrochemical site both in North America and Europe. As part of this team, I lead a group of engineering and estimating professionals to determine each sites infrastructure contribution to the main process unit. This evaluation included a site ground survey, site utility requirements, and logistics for feedstock and product, and site personnel synergies. Based on the site survey visits and identified synergies, the team was able to identify the advantages and disadvantages of each site and develop a comparison capital estimate for each site. This was one of the pieces of information that was used to economically select the potential site.
- 5. - 5 - Sep 1999 - Aug 2000 Project Manager BP Geel, Belgium I successfully lead a cross functional team to complete the FEL of a $50M debottlenecking project for a PTA expansion. I managed a team of Owner (American and Belgian) and Contractor (Italian) personnel to develop the Front End Loading for the 20% debottlenecking project. My responsibilities included: Develop the organization and appropriate resources for a cross-functional project team Application of the Capital Value Process Development of budgets, schedules, and project execution strategies Contractor evaluation and direction Developing effective safety execution plans Coordinating activities internally across departments, sites, and businesses and externally with suppliers, contractors, and other vendors Maintaining alignment of teams with the business objectives Aug 1997 - Aug 1999 Senior Project Engineer Amoco Chemicals Houston, TX I managed, along with the Project Manager, a team of Owner and Contractor personnel to develop the Front End Loading for a new technology project within PTA. My responsibilities included: Develop the organization and appropriate resources for a cross-functional project team Application of the Capital Value Process Development of budgets, schedules, and project execution strategies Contractor evaluation and direction Developing effective safety execution plans Coordinating activities internally across departments, sites, and businesses and externally with suppliers, contractors, and other vendors Maintaining alignment of teams with the business objectives Managing the lessons learned process to completely revise the engineering specifications and standards Coordinating the technical review process of the PFDs and P&IDs along with the research, operations, process, and maintenance personnel Apr 1996 - Aug 1997 Technical Supervisor Amoco Chemicals Mt. Pleasant, SC I managed a technical staff of engineers, drafting, inspection, and clerical within a PTA petrochemical manufacturing site. My responsibilities were to supervise and mentor other less experienced staff responsible for capital planning and execution, technical service, engineering discipline management, and support for the new PTA processing unit. Apr 1995 - Apr 1996 Lead Project Engineer Amoco Chemicals Chicago, IL and Rome, Italy I was the Lead Project Engineer within a large project team that successfully implemented a $300M PTA petrochemical unit. I participated in the FEL and detailed engineering portion of the project and then continued to be an active member of the construction and startup of the expansion. My responsibilities
- 6. - 6 - included: Input to the development of the organization and appropriate resources for a cross-functional project team Development of budgets, schedules, and project execution strategies Contractor evaluation and direction Developing effective safety execution plans Coordinating activities internally across departments, sites, and businesses and externally with suppliers, contractors, and other vendors Maintaining alignment of teams with the business objectives Coordinating activities for the Management of Change and PSSR Fulfilling the role of the project Engineering Authority Coordinating the construction assurance and turnover activities Managing of the Contractor and Owner Pre-commissioning activities Aug 1991 - Apr 1995 Lead Project Engineer Amoco Chemicals Chicago, IL and Decatur, AL I was the Lead Project Engineer within a large project team that successfully implemented a $100M Ester portion of a new technology NDC petrochemical unit. I participated in the FEL and detailed engineering portion of the project and then continued to be an active member of the construction and start up of the expansion. My responsibilities included: Input to the development of the organization and appropriate resources for a cross-functional project team Development of budgets, schedules, and project execution strategies Contractor evaluation and direction Development of the PFDs and P&IDs based on research flow charts Developing effective safety execution plans Coordinating activities internally across departments, sites, and businesses and externally with suppliers, contractors, and other vendors Maintaining alignment of teams with the business objectives Coordinating activities for the Management of Change and PSSR Coordinating the construction assurance and turnover activities Managing of the Contractor and Owner Pre-commissioning activities Aug 1988 - Aug 1991 Project Engineer Amoco Chemicals Chicago, IL and Geel, Belgium I was a Project Engineer within a large project team that successfully implemented a $100M PTA petrochemical unit. I participated in the FEL and detailed engineering portion of the project and then continued to be an active member of the construction and startup of the expansion. My responsibilities included: Input to the development of the organization and appropriate resources for a cross-functional project team Development of budgets, schedules, and project execution strategies Contractor evaluation and direction Development of the PFDs and P&IDs Developing effective safety execution plans Coordinating activities internally across departments, sites, and businesses and externally with suppliers, contractors, and other vendors Maintaining alignment of teams with the business objectives Coordinating activities for the PHA/HAZOP, Management of Change and PSSR Coordinating the construction assurance and turnover activities
- 7. - 7 - May 1982 - Aug 1988 Plant Project Engineer Amoco Chemicals Alvin, TX and Mt. Pleasant, SC As a plant project engineer, I was responsible for a section of the manufacturing complex of a petrochemical site. My duties included small capital project design and execution, technical support to the unit personnel, and coordination with maintenance and construction to implement projects. EDUCATION Dec 2008 Jun 2013 BP Project and Engineering Management Courses Engineering Management University of Manchester, UK BP Way Houston, TX Jan 1999 - Present Georgetown University Washington, DC Various ESI Project Management and Control courses Jan 1986 - May 1988 The Citadel Charleston, SC 2 years equivalent of pre-MBA business courses Aug 1978 - May 1982 South Dakota School of Mines and Technology Rapid City, SD Bachelor of Science; Mechanical Engineering SKILLS Member of the American Society of Mechanical Engineers Licensed Professional Engineer in South Carolina Manufacturing Sites Small Capital Project Management Use of BP's Capital Value Process (CVP) and Projects Common Process (Pcp) Participated in numerous Value Improving Practices Extensive knowledge and experience with PFDs and P&IDs Experience with Behavioral Safety Awareness techniques and auditing Experience with PSM/MOC/and PSSR project requirements Risk Management Analysis for estimate and schedule Experience with modular construction off location Experience with PHA and HAZOP Experience with Project HSSE Reviews and a PHSSER Leader Basic/Intermediate skills with MS Word, Excel, PowerPoint, Project, Outlook REFERENCES Available on request