LEOPOLDO PEREZ 1002 Waterford Road, Yardley, PA 19067 * 267-566-2720 * firstname.lastname@example.org SENIOR MANAGER ENGINEERING / CONSTRUCTION Project Management / International / Capital Deployment / Acquisitions / Facilities Construction Management / Reengineering Process Award-winning technical project and facilities professional leading site acquisition, project design and management and work process improvements for Rohm and Haas (RandH), GMT International Investments, O Brien & Gere and AINSA. Led cross-functional teams designing and implementing construction management initiatives. Managed engineering and construction in US, Europe and Latin America. Fluent in Spanish and Portuguese. Managed budgets to $125M and staff to 200. * Led the team that re-engineered and consolidated R&D activities in one site, saving $8MM a year * Led troubled project turnaround effort to recover an important customer trust and stop costly overrun * Led troubled project turnaround effort to complete the French detergent additives plant * Led the team that built a Rohm and Haas biocides plant in China Key Skills: Formulating innovative process plans to aggressively build business. Managing complex cultural issues. Developing local subsidiary and EPCM services in global marketplace. Design Construction Management work process. MBA, IPADE, Mexico City. Construction Industry Institute Associate, USA BS, Chemical Engineering, National Polytechnic Institute, Mexico City. SELECTED ACCOMPLISHMENTS Led the team that re-engineered and consolidated R&D activities in one site, saving $8MM a year. Company wanted to take advantage of having the scientists and technicians located in one site to enhance performance by combining the two groups synergy and improving communication. The EPCM project activities included remodeling of existing buildings and erecting additional buildings to accommodate the increased workforce. An additional benefit of the consolidation was the improvement of R&D activities efficiency and personnel reduction by eliminating duplication of activities. Led troubled project turnaround effort to recover an important customer s trust and stop costly overrun. Company overpaid a Mexican contractor services progress claimed as 70% when in reality progress was only 35%. Brought the project to renovate and update their refinery water demineralization plant from 35% completion to 100% within an agreed short timeline. Contained overrun within estimated contingency. PEMEX was recovered as a customer for the Ion Exchange business. Led troubled project turnaround effort to complete the French detergent additives plant and reduce schedule overrun to a minimum with cost overrun within contingency. Company decided to expand the France facility. Managed complex French and German EPCM effort to bring project to completion with a 5% cost overrun but within original schedule. Led the team that built a Rohm and Haas biocides plant in China. Managed complex EPCM and joint venture effort including Chinese and Japanese counterparts to build a toll manufacturing facility in Dalian. Chinese chemical manufacturer funded the installation of the facility at their industrial park. This option saved $1.5MM in capital and yielded a manufacturing cost reduction of 20%. CAREER HISTORY Director of Program Management. O Brien & Gere. Recruited in 2007 to promote a new business unit to service customers via acquiring their waste water treatment units. The business models are several: from design/build/own/operate/maintain to acquire/own/operate and variations in between. International Business Development Manager, GMT International Investments, LLC (division of GMT Capital Corp). Recruited in 2005 to research and develop international market for hedge fund investments in commercial real estate and manufacturing operations. Responsible for establishing international governmental, investor and developer contacts, including on-site and Internet facility and financial research. Conducted financial analyses and created business models testing feasibility and profitability. Rohm and Haas Company, 1983-2004. $8B chemical specialty materials manufacturer. Capital Deployment Project Manager. Led team reviewing construction project plans for financial feasibility, establishing goals and objectives. Recruited and managed building, safety and environmental teams. Monitored and reported on progress and budgets. Implemented and evaluated post-construction acceptance tests. Remediation Project Manager. Directed environmental compliance projects, including regulatory submissions, oversaw remediation projects, and developed recommendations for corporate environmental policies. Plant Engineering/Maintenance Manager. Ran specialty materials manufacturing facilities in US, Mexico and Brazil. Implemented annual preventive maintenance program, substantially reducing production downtime. Early Career: Project Director, AINSA, $10M petrochemical engineering/construction company in Mexico.