Chad B

Natural Born Leader Seeking Next Step in Career Progression


Operations Manager


Pennsville, NJ

Education Level:


Will Relocate:



High energy, results driven Team Leader with stong background in Safety, Environmental Compliance, Variable Cost Optimization, People & Organization Development, and Management of Fixed Costs Budgets.


CollapseWork Experience


(Confidential) (Confidential) 11/2005 - Present



Lousiana State University Chemical Engineering 1996 Bachelor Degree



Praxair, Inc; Regional Manager; 2006-2007 v v Responsible for the Safe, Environmentally compliant, Reliable, and Optimal Cost operation and maintenance of 5 HYCO Processing Units, 2 Air Separation Units, and 1 CO2 Purification Unit, located in 4 States, reporting directly to the Vice President of Operations over the Eastern Region. v v Re-structured Facility Management structure in each HYCO unit such that Facility Superintendent position was replaced by Lead Technician Position, empowering motivated Technicians to move up in the company and increase their contributions to the business, while also promoting 2 Facility Superintendents to the position of Facility Manager. Overall, this led to a more efficient unit based on fixed cost minimization while maximizing employee effectiveness. v Directly supervised 2 Chemical Engineers responsible for identifying and implementing improvement projects within the 5 HYCO Facilities. Submitted Proposal for implementation of a CO2 Recycle System in Institute, WV, which, if implemented, will turn a $500K per year Praxair net loss to a $25Kper year Praxair net gain, potentially opening the table for contract negotiations two years ahead of contract expiration. Variable cost savings to Customer will be $650K per year. Also implementing the capability at the other WV HYCO Facility in Dupont Belle to import CO tube trailers from Institute HYCO. This will lower variable costs at Belle, while also meeting the minimum take or pay to Bayer Crop Science on tube trailers out of Institute. Praxair, Inc; Facility Manager; 2005-2006 v v Responsible for the Safe, Environmentally Compliant, Reliable, and Optimal Cost operation and maintenance of a HYCO processing unit. This unit supplies two critical Dupont supply chains. Directly supervised a staff of 11 Technicians in this role. Directly responsible for restructuring the organization chart in this unit to accomplish assigned objectives related to Pipeline Supply Reliability as well as Personnel Safety. v v Re-engineered the Facility Title V Permit to allow for Compliant Operation under all Operating Conditions. v Led Team thru successful multi-million dollar Reformer Rebuild Turn-Around resulting improved Reliability and Plant Capacity, delivering nearly a 10 % increase in incremental CO volume when required by Dupont demand. Cytec Industries; Manufacturing Superintendent; 2004-2005 v v Responsible for the Safe, Environmentally Compliant, Optimal Cost operation and maintenance of a Urea processing unit, a Melamine processing unit, and a Melamine bulk loading and packaging facility. The unit, AMEL, is a joint venture between Cytec & DSM. v v Directly supervise 3 Process Supervisors with individual responsibilities over the 3 units mentioned above, and a Manufacturing Technician with responsibility over Maintenance. Indirectly supervise 2 Reliability Coordinators responsible for planning I & E and Mechanical jobs. Also indirectly supervise 38 process operators, 25 mechanical craftsmen, 6 I & E craftsmen, and 12 entry-level packaging operators. All hourly employees are members of the PACE Labor Union. Responsible for total budget of $7.0 M, covering operations and maintenance fixed cost, as well as production volume/ variable usage budget of $80M, covering the production of 160 Mlb/year of melamine. v v Implemented Process changes in 2005, which have proven to increase plant occupancy by extending the time frame between cookouts by more than 4 days as compared to 2004, potentially saving $2M per year in Variable cost. v v Led off-shift Process Training classes for operators entitled “Making Perfect Melamine”, covering every aspect of safe, environmentally compliant, optimal cost operation. Every unit operation and it’s associated chemistry and process objective was discussed in detail. Following this class, individual Computer Based Training modules were created by hourly employees and incorporated into AMEL’s training program covering the specific details of every unit operation. v v Leading the “AMEL Leak Elimination Team”, which has focused on all aspects of our Fugitive Emissions Permit to ensure daily compliance. We have also improved AMEL’s leak reporting process such that all data is captured. We have analyzed this data and focused on specific areas where improvements are needed to eliminate the majority of leaks to atmosphere. v v Led the Reliability team towards the creation of One AMEL maintenance shop, eliminating the 2 shop Urea/Melamine concept, leading to the realization of $250,000 per year in reduced maintenance cost thru improved work efficiency. v v Led the Operations and Reliability Teams towards implementation of Reliability Centered Manufacturing, in which all equipment was ranked according to process criticality, and tasks were determined to improve reliability. The Preventative Maintenance Plan was restructured to match the RCM recommendations. Operators are now moving towards use of handheld computers to log equipment data, including pump bearing temperatures and vibration. This data will be analyzed by the Reliability Team and used to determine when maintenance is needed. This is a “Fix it Before it Breaks” concept. v v Established Customer Focus at AMEL by meeting the daily needs of DSM, as well as visiting the downstream Cytec Plants and Cytec merchant customers to discuss melamine unloading issues as well as affects of melamine impurities on downstream resin processes and products. Leading effort to modify Hopper cars to improve customer unloading ability. v v Implementing a culture change at AMEL, which was once an extremely dysfunctional department with a high level of personal conflict between hourly and salary employees, and now works together as a team to accomplish any task. v v Attended Management Development Courses this year including “Managing Others” and “Interpersonal Skills”. I have read the books on which these classes were based including “The Leadership Pipeline” and “Implementing Change, Kotter”, as well as “Winning” by Jack Welch and the “The Successful Managers Handbook”. I am currently focusing on improving my knowledge of Financial Acumen, such that I can create a Financial guide for Engineers and Supervisors. I am becoming more Business focused in my daily job and plan to pursue an MBA to further develop my business skills. v v Set Technical Work Priorities for the 6 engineers on staff, as well as prioritizing AMEL’s $2M capital budget. In the absence of the General Manager, supervise a technical staff including a project engineer, process engineer, 2 mechanical engineers, electrical engineer, process control engineer, and process compliance coordinator, reporting directly to the Director of Site Operations. Cytec Industries; Process Engineer; 2002-2004 v v Implemented “Critical Variable” Operating system in which PI Process Book software was used to display all critical process data relative to process optimization. The graphic is always open on the PC assigned to the DCS operator. If the process goes outside of the pre-determined limits, variables change color from green, to yellow, to red. In essence, this is an online SPC system helping to ensure that optimal process conditions are continuously maintained. As I conducted a detailed process evaluation and changed operating conditions, this system was used to ensure that all process changes were sustained. v v Attended Six Sigma Black Belt training and successfully completed a Black Belt project entitled “Urea Process Optimization”. In executing this work, I developed, planned and executed a DOE in which the Key Process Input Variables relative to Urea synthesis were adjusted to determine optimal settings. After a month of plant tests and subsequent data analysis, Urea process variables including NH3/CO2 ratio and NH3 feed temperature were adjusted to never achieved levels leading to a 7000 lb/r reduction in steam consumption saving over $600K per year in variable costs. v v Optimized Carbamate Recovery Sections to reduce recycled water, leading to an additional $200K per year in variable cost savings. This work included design and implementation of a new control scheme to automatically export high water content streams from Urea to the effluent Stripper in Melamine. Total capital investment $150K. v v Designed and implemented an ammonia scrubber, located upstream of the process flare, to recover this valuable raw material and recycle back to the process. This led to $360K in variable cost savings. This project utilized an existing AMEL asset to serve as the scrubber, requiring only $250K in capital. v v Implemented and optimized a previously designed and shelved project to improve operation of the Hydrolyzer Stripper in Melamine. This involved installing a reflux system supplying the top tray, such that the column feed temperature could be increased without excess water exiting with the overhead vapor. This led to a 15,000 lb/hr steam savings on the column, resulting in $1.5M per year in variable cost savings. v v Designed a cooling water supplied CO2 Vaporization system to replace the existing steam supplied unit. Project is currently being implemented and will reduce steam consumption by 5000 lb/hr, leading to a variable cost savings of $500K per year. Total capital investment $450K. v v Received Cytec’s Manufacturing Excellence Award in 2004 for the results listed above. v v Served for 2 years as AMEL’s ISO Quality Champion, processing monthly Quality Data using SQC and corresponding with customers on all Quality issues. Maintained all Level I and II AMEL ISO Procedures. v v Served as Process Supervisor for 9 months after departure of a member of the Process Supervisory staff, while still maintaining all other duties. Supervised all three Process areas within AMEL, implementing significant improvements to procedures, training, and equipment design within the Packaging facility, as well as helping to train operators and sustain process changes previously implemented in Urea and Melamine. v v Led the AMEL Team through the first ever 4 year operating cycle Turnaround. Following this Turnaround and Start-up, served as Acting Manufacturing Superintendent as the current Superintendent departed due to medical reasons. Led the Team thru many operational challenges involving product quality during this interval, as well as a Hurricane shutdown and startup. Officially named Manufacturing Superintendent in September 2004. PCS Nitrogen; Process Engineer; 2000-2002 v v Led revalidation/resubmission effort of 2 Title V Operating Permits covering emissions from 8 operating units. A year prior to my hiring on, the company had been raided by a joint task force including the FBI and EPA Enforcement Agents, and was being investigated for criminal negligence pertaining to plant emission rates. Thus, all of my technical discovery work was conducted under the stamp Attorney/Client privilege. I was required to testify before Federal Grand Jury relative to this work. The Title V permit submissions were later used as states evidence to issue indictments and fines against PCS. v v Designed and implemented process improvements aimed at reducing plant emissions, including implementation of a scrubber on overhead vapors from an AN neutralizer, recovering NH3, nitric acid, and AN particulates from this process stream prior to venting. Also designed control scheme to stabilize AN neutralizer operations to further reduce emissions. v v Worked with DSM Stamicarbon to develop Basic Process Design Package to replace with aged, highly inefficient, high emission rate Urea Plant with a best available control technology. The scope included installation of a Stamicarbon designed Urea 2000+ technology synthesis section. Once the package was completed, worked with detailed engineering contractor to develop estimate on capital investment of $25M. PCS chose not to pursue the investment but rather exit the Urea/UAN business in Geismer. v v Served as both a Production and Project engineer during my time at PCS, as well as focusing on the Process/Environmental role. In the Production Engineering role, I was located within the control room and served as a functional member of the Supervisory staff. Spent significant time training operators, as the majority of the operators at this facility possessed less than 3 to 5 years of experience. (non-union) Also spent significant time troubleshooting and implementing a culture change in this low morale environment. v v Managed platinum inventory and quality control for all Nitric Acid Plants. This included removal of platinum gauze catalyst, installation of new catalyst, storage, shipment, and receiving of catalyst. Total PCS platinum inventory for the 4 Plants exceeded $2M in value. CF Industries; Process Engineer; 1996-2000 v v Participated on a 3 Person Team To Debottleneck 4 Ammonia Plants in order to increase capacity and reduce energy consumption to be able to supply low cost feedstock to a new $330M Urea/UAN facility. Worked this project from concept to completion, including initial feasibility study, development of Basic Process Design Package with MW Kellogg, development of detailed construction package, coordinating all pre-shutdown work and procurement, supervising all shutdown work, training operators on process changes, supervising plant start-up, and subsequent optimization and project technical validation. As part of this effort, I independently identified a First of Its Kind Cooling Tower upgrade design, implemented the design pre-shutdown on each of the 4 towers, requiring 6 months per tower, and validated performance against guarantee using an independent testing agency. Each tower’s cooling capacity was successfully increased by 60 %. All 4 expansion projects exceeded targets, increasing capacity by 500 tons per day each, and lowering gas consumption from 36 MMBTU/ton to 32 MMBTU/ton. As a result, these 4 plants are currently the only ammonia plants remaining operational at this time in Louisiana due to the high cost of gas. Total capital investment was $75M. v v Assigned to CFI’s previously debottlenecked, second largest Urea/UAN complex as a Production/Process engineer, as well as assistant to the Production Superintendent. In this role, conducted a detailed Process evaluation using Aspen Simulation software to model the entire plant. Used model to identify process problems, recommend process improvements, and train operators on process optimization. In particular, a problem was discovered relative to plant emission rates, requiring plant capacity to be decreased until improvements could be implemented. Recommended personnel changes relative to both the operator manning level, qualification system, and supervisory lay-out in order to further enhance process performance. (Non-Union facility) CF Industries; Co-Op Process Engineer; 1994-1996 v v This experience was the key to my success as an engineer. During this time, I served under the top process engineer, who took on the assignment of being part of the Design/Implementation Team for CFI’s new Urea/UAN facility. After being trained on basics of manufacturing during my first summer, I began to take on independent assignments within CFIs 10 operating units, as my mentor focused on the new facility. Upon hiring on full time, I simply continued working on my active job list, as well as joining the Ammonia Plant expansion Team. v v Conducted Cooling Water System evaluation over all 10 operating units, analyzing heat exchanger and cooling tower performance, making improvement recommendations where applicable.

Companies I like:

Dupont, Dow, Sunoco, Hess, Valero, Lyondell


CollapseJob Skills



Restructured the Management Structure of the five Eastern Region HYCO Plants to allow for increased empowerment of talented & motivated Technicians, while also increasing the management responsibility of Facility Superintendents. Implemented complete culture change in a Facility feeding two of Dupont's most important supply chains. Changes in in employee morale and abilities, along with a complete change in management philosophy, led to significant improvements in both pipeline reliability and environmental compliance.