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Mr Schumacher is a prime example of the been there, done that internationally experienced type executive that has worked his way up the ranks, giving him a powerful insight into the need for two way communications between management and staff. These communications and the resultant teamwork and co-worker loyalties have been paramount to his success and his record of consistently exceeding objectives and expectations at all of his international projects. Mr. Schumacher’s industry and power plant career experience is varied and extensive. He has managed, mobilized and directed successful commercial operations and maintenance for many projects ranging from 25 to 600 MW power plants, throughout Latin America, Asia, and Iraq. He has experience in CCGT, small and large frame turbines, HFO fired diesels, power-barges, steam plants and stoker coal fired facilities.Prior to the power industry Mr .Schumacher was involved in the Oil & Gas industry both on and offshore primarily in electrical maintenance and constructionof drilling equipment andMODU platforms of up to 5,000 feet water depth capabilities.

Additionally, earlier in his career he has performed and overseen the maintenance of all facility maintenance, HVAC, balance of plant equipment, pumps, motors, transformers, turbines, engines and water treatment plants.

Some of Mr. Schumacher’s key attributes are the ability and experience to build and lead a project from start to finish bothtechnically and administratively.He has a strong record of building world-class teams of environmental and safety-conscious, local and international personnel who are proud of their jobs and projects, using the best of international technical standards with high work ethics and progressive management ideas.His knowledge of Spanish and Portuguese has enabled him to efficiently function in many differentenvironments such as Argentina, Brasil, Honduras, Colombia, Venezuela and Dominican Republic.Mr. Schumachers oil & gas experience was primarily obtained in Singapore, Brunei, Indonesia , Japan, Argentina,as well as the USA Gulf Coast.

Mr Schumacher is one of the few power industry executives who are equally comfortable in an operational or construction role in any international environment.

Work experience

Detailed Resume

Duane Schumacher

Construction related background data

It is hard for a resume to detail years of experience so let me add a bit here so folks can better understand my background on the construction side.

In the 80's on the power side of the drilling industry I was in field engineering and start up. Most of my time was spent on the rigs and in shipyards during the construction and start up phases.

In Japan and in Argentina I worked in the project offices on site overseeing all the electrical installation work and commissioning for two offshore rigs, a 5,000 foot semi-submersible and a 300 foot jack up rig.

Moving into the power industry in the Amazon region of Brasil I was a technical advisor to Electro Norte, the utility company, training their staff on O&M for the LM 2500 aero derivative machines.

From there I was moved to a new fast track project in Venezuela as the Site/Plant Manager. Oversaw the installation of an LM 2500 unit personally did the commissioning work and hired & trained all the local staff later staying on as the Plant Manager.

Within about a year we won 3 fast track projects in Colombia so I was sent there as the Area Manager to hire and train the O&M staff. The first unit that was ready to be started up when I arrived. I then moved on to Cali during the last stages of construction, did the same, and then handed off to an incoming plant manager.Then I went to Villavicencio where the project was only about 3 months underway. As owners representative (Ecopetrol) I witnessed all testing, signed off on civil, mechanical and electrical construction and oversaw the quality of the works.These were LM 5000 units.Stayed on as plant manager.

Leaving SSOI I went to a construction site in Honduras, where only the civil work was done and stayed until the HFO fired engines were installed. Oversaw the construction quality and set up the O&M team and procedures.

From there, I was transferred to Puerta Plata in the Dominican Republic in 1992/3 and for the first time in my career took over an operating power plant (barge) that was already 100 % constructed when I arrived.

Two years later I was recruited by NAES for a plant in Comodoro Rivadavia, in fact today I am writing from this same plant as the Project Director overseeing the conversion of 2 GE frame 6 units to CCGT.(That’s in additional to my O&M job as I also oversee a special projects group of 32 people.) The Project mgr here had to leave recently due to family issues and I have stepped in now with an assistant to finish it up) My current company bought this plant in 2004 when I informed them it was for sale.

When I arrived to Comodoro in 1996 I again hired all the folks, set up the O&M and performed all punch list inspections with the EPC contractor.

In 1998 an old friend who was the HR director at Enron recruited me. This was for a 480 MW Siemens 84.3a plant in Brasil.I arrived there when the project was in the civil works stage.The Owners engineers’ team reported to me (Parsons) there were an Sr Project manager and field inspector experts and 2 local electrical and mechanical inspectors.Their job was to be the owners engineers, watch over schedule, change orders, quality and were involved in the commissioning processes.So, in addition to my plant manager’s duties I was very actively involved in the EPC work and attended most project meetings.

Two years later my previous company from the Dom Rep re-hired me to be the Director of Operations for 5 power plants totaling 600 MW.These plants had been government run for 35 years and were worse than junk when we took them over.We hired Alstom Power in Milan for a $ 23 M dollar job to finish the construction of a 50 MW coal plant that had been under construction for 12 years.... We had it on line in 11 months and rebuilt all the equipment in that time frame. This is the best performing asset in the fleet today.

Then we sourced a local contractor for a $ 4.5 M job of rebuilding the Puerta Plata steam plant that had blown up the deareator 2 months before we took over the facilities, destroying all the control systems.This job was done in 7 months.

The three steam plants at Rio Haina all had to be rebuilt from the ground up and we did this in about two years with the special projects team I set up using two experienced Colombians and the rest all local staff hand picked from the existing plants manpower.

I then decided to take some time off to be with my family and had trained my replacement at Haina and left the company. (Now called Basic Energy)

After a few months of rest I was contacted by a recruiting firm for a short term job in Iraq, the two previous project managers had been rejected on site by the US Army corps of engineers as being of insufficient knowledge to get the job done.The company was to lose its contract if USACE was not appeased and made me a handsome offer.To make a long story short, the project was a real mess, too many cooks in the kitchen.

Therefore, I just picked the role of site construction manager rather than fight with the long term employees on the job to see who would be the “project manager”, brought in three of my ex-staff, set up the QA/QC program, got the USACE’s blessing, set up a technical training program and finished off the remaining construction items for the two V 84.2 units and handed over to Siemens for commissioning and left.

The main reason was security concerns as some things were happening that my military background led me to believe were reckless. The senior site management and security staff took no real action, in fact basically treated lightly the issues. Two months later the senior project manager was kidnapped and killed along with one of the security staff.

My previous company (Basic) wanted me back so I returned and was promoted to VP of O&M and Internal Projects.During the last 3 years or so I have been involved in many different project evaluations, 240 MW coal conversion now in MOU stage, 35 MW HFO plant for Haiti, PPA and EPC contract now signed, 300MW CCGT plant conversion to gas from LFO contracts with constructor and Siemens are ready to go just waiting on gas, spending time in China researching power equipment, taking over two functional plants in Panama and Jamaica, and converting the Frame 6 units in Argentina to CCGT for $ 550 per kw using equipment I sourced both new and used. To my knowledge and according to GEA, this is the first time a large air-cooled condenser has been removed from one site and reinstalled at another.

Despite having no direct experience as a large scale EPC project manager I certainly have the confidence with the right team any project can be accomplished. If Ihave learned one thing during my career it’s this; the trick to being successful is simple.Hire the right people that are smarter than you are, especially in the areas where you may weak.

[email protected]

Plant Manager


ØPlant Manager, Enron International, Cuiaba , Mato Grosso Brazil 1998 / 2000 (permanent staff)

Mobilization and plant operations & maintenance for the first large combined cycle power plant to be built in Brazil.A 480 MW CCGT facility with Siemens V-843A 150 MW Gas turbines. Assembled a world class mobilization team of third country nationals, hired local staff, conducted extensive training, (over 1,700 hours per operator) developed O&M and administrative procedures.

He implemented the concept of “Plant Technician” rather than the traditional “operator”. His staff was cross trained to provide all the maintenance activities that they were capable of handling, thus only the heavy maintenance was performed by the maintenance crew, reducing costs considerably. Train the trainer and systems experts programs were also implanted.

Excellent safety audit results obtained.High availability maintained despite many technology issues encountered with these new Siemens machines.Recommended commissioning schedule that will allow the company to earn several million dollars more that anticipated for Phase III commissioning.

Mr Schumacher also assisted in negotiating the PPA with the Brasilian utility and participated in all the construction processes, provided QA/QC oversight of the construction company and plant acceptance from commissioning to commercial operations.

ØPlant Manager, North American Energy Services, (NAES) Central Termica Patagonia, Comodoro Rivadavia, Argentina July 96 to March 98 (3rd party O&M Provider)

Selected from a pool of candidates for construction oversight and to be the plant manager for two GE MS6001, DLN 1, 40 MW gas turbines in Southern Argentina.Generated punch lists consisting of over 300 construction items, thus ensuring a better quality job for the customer. When the first unit went commercial, just two and one half months after his arrival, all personnel had been hired, trained and the majority of all plant procedures were in place. Developed relationship with the three owners of the project.All staff cross trained to provide maintenance or operational activities.

As the only expatriate on site his job was to manage the plant and train the Argentine owner’s personnel to manage, operate and maintainthe plant themselves.Contract availability for the first year was 100% and our capacity factor, 99%.Recommended for promotion to Country Manager for NAES.

ØPlant Manager, Compania de Electricidad de Puerto Plata (Coastal Corp.) Dominican Republic, Carribean 1995/96(transferred to Coastal after plant was bought out)

Twelve Wartsila V32 heavy fuel 5.5 MW units.Nine engines on a floating barge and three on land based facility, total of 77 MW.

Took over a poorly functioning plant that was totally disorganized and shoddily maintained and operated. Directing a transition team he reduced staffing from 125 to 102 persons.Overtime reduced by 15 % within three months.Restructured the organization and implemented safety, administrative, operating and maintenance procedures.

Implemented CMMS system. Surpassed projected production figures and finished the year under well under budget.Recommended for promotion by the Country Manager and vice-president.

ØPlant Manager, Elcosa (Wartsila) 60 MW Diesel Plant, Puerto Cortes, Honduras.1994

Fast track project with Stork Wartsila 280 engines transitioning to 10MW units as they became available. Assembled a third country national transition team to assume the O&M from the start up crew that left before the first engines were commissioned.

Achieved 98 % availability with the base for future operations firmly established in six months.This was somewhat of a no win situation as owners were not committed to developing a quality O&M group. The O&M contract was let to another company.

ØPlant Manager, Ecopetrol (SSOI) Villavicencio, Colombia 1993/1994

LM 5000 STIG 120 gas turbine 50 MW.Supervised final stages of construction and start up.Hired local staff and implemented training and qualification processes. Received letters of congratulations from the President of the country, the governor, SSOI auditors and the owner. Excellent O&M audit results proved this site was the best of the four SSOI operated plants in the country.Success was achieved despite remote location and recurring problems including one attack from terrorist organizations that disrupted operations.

ØMobilization Manager, Ecopetrol (SSOI) Yumbo and Gualanday Colombia 1992/1993

Supervised the initial operations of two LM 6000 fast track plants.Arrived with only two more O&M people on the day the Gualanday plant began commercial operations.Within 60 days the sister plant also came on line.Commercial operations were successfuldespite limited resources.

Hired all the local staff, established excellent relations with a concerned client and organized accounts with local vendors. Set up all maintenance procedures.Prepared the organization for incoming plant managers, drafted operational procedures. Prepared the plants for commissioning ceremonies by the President of Colombia.Received commendation from same for assisting Colombia during a severe energy crisis.

ØPlant Manager, Maraven Oil Company (SSOI), Cuidad Ojeda, Venezuela 1991-1992

Commissioned and operated a simple cycle LM 2500 at the Las Morochas site. Our 99.8 % percent availability the first year earned the company a $250,000 operating bonus and led to a five-year extension of the contract.Cultivated relations with the client that cut our invoice payment period to less than 45 days.Competitors were experiencing 180 day payment delays.Selected to lead the push into Colombia for the three new fast track LM 5000 projects.Implemented maintenance procedures and trained all the O&M staff.

ØInternational Field Engineer, Stewart & Stevenson.Porto Velho Brazil1988 - 1991

Technical Advisor/Trainer for 3 LM 2500 units in the Amazon Region of Brazil

Performed installation duties and commissioning of prototype synchronous condenser LM 2500 gas turbines.Assisted in translating the technical manuals to Portuguese.Conducted training classes and supervised all electrical and mechanical maintenance.

Sent to Salvador, Brazil to resolve problems in a six-unit plant that previous engineering technicians were unable to fix. The client was pleased to see that after a year, his plant was finally 100 % functional.Received written commendation for this effort.

Preceding four assignments were all with Stewart& Steveson SSOI

ØOffshore Electrical Supervisor, Reading and Bates Drilling Company, Worldwide 1984-1988

Based in Singapore, worked a rotating schedule offshore Brunei maintaining all electrical equipment for a self-elevating drilling platform.Assisted in implementation of the first computerized maintenance program in the fleet.Excellent performance led to being selected to head up the electrical refitting of a rig after an engine room fire.We re-commissioned this rig in only 6 weeks, faster than anyone believed possible leading to a return to service with $ 25,000 day rate from the client.Promoted to electrical supervisor for new construction MODU (mobile offshore drilling unit) project in Japan.

Later supervised the electrical installations and initial electrical portion of drilling operations for jack up and semi submersible drilling rigs in Argentina, Trinidad and Japan. Commissioned one of the first deep water offshore self-propelled drilling vessels with touch screen control applications using fiber optics.

ØField Service Engineer (ISC) a Stewart and Stevenson Company, 1980 - 1983

Worldwide – Over hree years traveling the world (Algeria, Japan, Mexico, Singapore, Indonesia, Guatemala, Brazil and Malaysia) commissioning and servicing primarily SCR drives forland and offshore drilling platforms electrical systems.Promoted to field engineering supervisor with a staff of 12 field engineers.

ØUS Army Fitzsimmons Army Medical Center, Aurora Colorado 1975-1979

Outstanding performance as a student led to being offered and instructors position forbasic electronics, and electricity course at the US Army at Fitzsimmons Medical Center in Denver.

As an E-5 he filled an E-7 position. Recommended for promotion to warrant officer.Also apprenticed for one year in military hospitals repairing various medical equipment including x rays and cat scanners.Obtained an associates in sciences degree from Regis College in Denver.

Ø1973 - 1975 US Army Nakom Phanom Thailand.

Joined the Army in January 1973.Promoted from E-1 to E-5 rank in 21 months. Assigned to the Joint Casualty Resolution Center in Thailand with the mission to resolve the fate of soldiers missing in action in Vietnam.Obtained the Joint Services Commendation Medal.Participated in the evacuation of personnelfrom Saigon to Thailand in 1975.Selected to continue his education at the US Army school for biomedical equipment, the longest technical course in the US Army.

Mr Schumacher has attended a multitude of seminars and courses ranging from finance and accounting , personnel management, teamwork, ISO, safety, project managementto negotiating classes in order to be a well rounded executive.He has an associated degree in Sciences from Regis College and is enrolled in an InternationalMBA course with Kennedy Western University.He keeps current by reading the latest business books and attending seminars, most recently one titled Project Finance in Latin America.

Mr. Schumacher is an American citizen with permanent residence in Argentina.He keeps current in his field by attending courses in financial management, negotiating,and reading management books.

VP Operations and Maintenance

Basic Energy

ØVice President, Basic Energy Group, Santo Domingo, Domincan Republic. (contract)

When Basic Energy was formed incorporating EGE Haina, 600 MW, CEPM 80 MW, CESPM 300 MW,

Patagonia, 140 MW and Pedegral Power, 55 MW ,Jamaica Energy partners 125 MW, Mr. Schumacher was promoted to Vice President ofOperations and Maintenance and Internal Projects for the group with a staff of over 500 people under his leadership.Mr. Schumacher was responsible for turning around a faltering operation at CEPM and installing a CCGT conversion in Argentina at 50 % of the normal prices in the industry by using rehabilitated equipment.

ØOperations & MaintenanceDirector, Patagonia Energy Ltd., Miami, Florida 2004 /2005

Central Termica Patagonia, Comodoro Rivadavia, Argentina (contract)

Using his contacts in the industry Mr. Schumacher located a GE gas turbine power plant for sale in Southern Argentina and assisted in bringing about a successful sale of the plant to investors.He was then contracted to restart the plant that had been mothballed for two years, overhaul the turbines, negotiate a long term service agreement, hire and train the operations & maintenance personnel and set up all Operations & Maintenance polices and procedures according to world class standards. He is currently overseeing the plantO&Mon behalf of the owners as well as the Position of project director overseeing the conversion to combined cycle.

ØInversiones Vindex,Principal, Bayji, Iraq 2004 (contracted to Odebrecht)

Mr. Schumacher was contacted by a consortium who were finishing the construction of a 300 MW Siemens V 84.2 plant abandoned in the aftermath of the invasion of Iraq.Two previous project managers had been rejected by the USACE (US Army Corps of Engineers) and they were on the verge of canceling the contract.Mr. Schumacher took on the role of Site Construction Manager spending many hours in the field directing and organizing the many subcontractors.He was responsible for approximately 15 expatriate and 1,000 Iraqi employees.He brought the project to construction completion in 4 months and then handed it over to the Siemens commissioning team.The team that Mr. Schumacher assembled from Latin America directed and oversaw all construction activities and implemented a QA/QC program praised by the Chief USACE engineer for the project.

ØOperations & Maintenance Director EGE Haina, Santo Domingo, Dominican Republic 2000/2003 (contract via Vindex)

Mr. Schumacher arrived after 2 previous directors had failed to satisfy the owners’ needs.He inherited several abused and neglected plants plant with less than 200 MW working and a 60 % availability factor.Within 18 months the facilities were producing 600 MW at availability of 90 %.One facility called “The Thermo Never Plant” had been in construction on and off for 12 years.Mr. Schumachers team had this unit fully operating in 10 months and inaugurated by the President of the Country.It is currently Hainas best performing, lowest marginal cost plant.

He also embarked on a plan to implement strict environmental compliance even though the laws were not yet enacted to require this. He developed ISO 9000/14000 compliant operations procedures for the facilities and implemented world-class state of the art predictive and preventive maintenance practices and developed a Special Maintenance Team to oversee all the various plants maintenance.

However, his most outstanding accomplishment was when the main insurance company had decided to cancel all their business dealings in the Dominican Republic. Due to his efforts the only company they continued to insure was EGE Haina.This was after the 9/11 attack and insurance was very difficult to obtain. Auditors from insurers did not have any significant findings, thus recommended that Haina remain insured.Recently in November 2007 the same insurers audited all the facilities with favorable results.


Working on MBA

Kennedy Western University