Download PDF


I have over 30 years experience in the management of the engineering, procurement, and construction phases of projects. My background includes assignments as cost engineer, scheduling engineer, contracts engineer, MIS manager, procurement manager, business manager, engineering manager and project manager. These roles involved work with major EPC contractors, a mechanical subcontractor and an owner’s organization.  I have extensive experience using and developing schedule and cost control systems used for managing all phases of projects and have been involved in key programs as project controls, procurement and engineering management. I have developed and implemented an earned value based productivity and progress tracking system and was an early adopter / implementer of Primavera, SAP and Skire’s Unifier software.

Principal - Campbell Project Services LLC - Established for Consultant Opportunities Associate - Strategic Processes for Construction, LLC - Business alliance partner -

Work experience

Feb 2002Dec 2008

Project Manager


Responsible for engineering and project management on capital projects with a focus on design quality and customer acceptance. Project execution approaches included Design, Bid, Build and Design-Build. Management of the process included new project scoping, planning and estimating leading to project appropriation and engineering execution through project completion. Leadership of the in-house and consultant team resources to produce within budget and on schedule engineering packages that supported construction schedules and cost strategies. Supervised the document control process. Supervised scheduling and progress / productivity tracking activities.

Mar 1996Mar 2002

Project Controls Manager

Responsible for project support functions of scheduling, estimating, cost engineering, productivity tracking, contract administration, progress payments, purchasing and document control for all St. Louis Brewery capital projects. Developed and implemented productivity tracking with prime contractors and subcontractors. Assisted in the implementation of SAP for processing of Field Orders, Contract Changes, Invoice Processing and Cost Reporting. Supervised a staff of eight engineers and administrative personnel.
Mar 1989Feb 1996

Manager of Engineering Procurement

Responsible for centralized support within the Engineering department handling $250 MM in annual capital equipment procurement for both domestic and international projects. Provided cost control, schedule analysis, purchase order negotiation and placement, invoice payment and vendor engineering document control. Re-engineered manual procurement work process eliminating non-value added work and doubled the group’s productivity. Lead procurement system development including management of design, consultant programming, training and implementation. Lead implementation of strategic relationships with equipment vendors. Supervised a staff of twenty engineers, buyers and administrative personnel
Oct 1984Feb 1989

Project Engineer

Murphy Company

Lead evaluation, selection and implementation of an integrated job cost, accounting and payroll system. Duties included system analyst, system administrator and programmer. Developed and implemented a customized micro scheduling system for industrial maintenance turnarounds based upon Dbase III and Open. Developed hour by hour schedules for refinery turnarounds.

Sep 1981Sep 1984

Project Controls Manager

URS Corporation
Morrison-Knudsen - Organized and managed an integrated project controls function on a five hundred million dollar construction project, which included cost engineering, planning and estimating. Lead monthly executive review meetings with client. Recommended and implemented the use of personal computers to support on-site data processing.





Monessen High School - Monessen, Pa


Brian Boeglin

“John was a pleasure to work with and manage. John, was capable in all aspects of project management, but excelled in the areas of engineering management, bid evaluations and contracting. John`s attention to detail, follow-up and project team leadership were instrumental in successfully driving the completion of numerous projects throughout the years we worked together. John was always committed to doing whatever he was asked and whatever it took. John`s experience and commitment to his work set him apart from many in his field.”

Thomas Lemieux

John was an excellent resource for teaching the value, practical uses, and best practices for earned value and contractor productivity on projects. He applied them to both construction and design team efforts. He also stressed having completed work plans and made sure that the plans were incorporated into the projects and work plan issues were resolved for the design team in advance of when they were actually needed. Just a sign that these are not worthless tools or gimmicks but an actual way of managing projects. I still use both of these tools, although I have changed the format slightly. They remain applicable on many of the projects I have managed over the last seven or eight years.

Theresa Griffith

I am a Performance Improvement Consultant who was hired to help Anheuser-Busch develop and implement major improvements to their Capital Planning and Project Management practices. John Campbell was one of the first change leaders in the organization selected to spearhead this enterprise-wide initiative for Anheuser-Busch due to his wealth of engineering knowledge, his pervesevering attitude, and his wide-spread credibility among other A-B engineers. As an Engineering Manager for A-B's largest plant, John's leadership was essential in helping optimize processes and influencing St Louis site engineers in adopting new processes, technology, and roles. He volunteered his site as the pilot site. This involved "working out the kinks" in the newly designed processes and web-based technology. John was also essential in getting the largest population of engineers on board through extensive communication campaigns, training, and ongoing implementation assistance. He travelled to many A-B sites around the U.S. to help them adapt to the new processes and technology. John's wealth of both engineering and change management knowedge would be a great asset to any company wanting to improve the planning and execution of large capital projects.

Roger King

John has a wide range of experience planning and executing capital projects. He is quite creative and has frequently set up systems and programs that simplify the planning, engineering, procurement of large complex projects.

David Schmelig

John Campbell was an excellent manager and a dedicated employee that was always focused on the companies best interest.

Tim Dugan

“I've known John for about 19 years. I found John to be an exceptional project controls engineer. John is well versed in project management techniques and all aspects of project controls. I would gladly work with or for John on any project that he was working on in the future. I recommend John.”

Tom Childress

“I worked with John at Anheuser Busch in several capacities over two decades. He was always professional and conscientious about achieving objectives and making schedule. John showed a wide range of abilities over several different types of assignments whether they were technical in nature or requiring management skills. I enjoyed working with him and would be glad to work with him again.”



Skire Unifier
P3 & P6
Cost Accounting, Procurement
Mircosoft Office

Engineering Improvement

Tracking Contractor Performance

Best Practices


10 Hour OSHA


Administering Emergency Oxygen

American Red Cross


American Red Cross

Standard First Aid

American Red Cross