Austin C. Mattson II Resume Aug10

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  • 1. AUSTIN C. MATTSON II, MSCPM, PMP 5116 Scenic Drive Murrysville, PA 15668 724.327.0667 PROJECT MANAGEMENT AND OPERATIONS EXECUTIVE Performance-driven executive leader, strategic thinker and planner, extremely effective at driving tactical initiatives to winning outcomes. Thirty years of comprehensive and progressive global experience in project and operations management. Highly recognized for expertise in:  Delivering Projects and Programs - NPD, R & D, Construction  Creating & Implementing Project Management Systems  Developing Proposals and Handling Negotiations  Leading Difficult Change Management Initiatives  Operations Building, Optimization and Turn-around  Optimizing Diverse Group Synergies to Achieve Goals  Developing Corporate Business and Marketing Strategies  Developing and Providing Project Management Training  Project and Program Portfolio Management  Building Strategic Alliance Partnerships  Developing Business Plans  Profit and Loss Management  Cost Containment & Asset Maximization  Establishing Effective Performance Metrics  Project / Program Risk Management  Rescuing Troubled Projects  Corporate Budgeting PROFESSIONAL EXPERIENCE DELSAER INTERNATIONAL, Pittsburgh, PA 2009 – Present Chief Operating Officer, Pittsburgh, PA April 2010 – Present Created an outgrowth firm of Delsaer based in the US, and serving international markets, to provide complete project management services to organizations to improve their project performance and capital effectiveness. Executive Project Management Consultant, Delsaer, Montreal QC, Canada July 2009 – April 2010 Specifically recruited to assist in negotiations between a Fortune 150 steel manufacturing company and two engineering, procurement, construction and management firms to form an Alliance Partnership delivering projects. Selected as principle designer, writer and trainer of the project delivery system. Responsible for process and procedure compliance, training and establishing mechanisms for project continuous improvement. • Represented Owner’s team in complex three-way Alliance Partnership Agreement for capital projects. • Authored a Scalable Alliance Project Delivery System and Process Manual for Alliance Partnership. EDMC, Pittsburgh, PA 2009 Director of New Course Development Responsible for new course development of Graduate, Masters and Undergraduate Level Degree Programs for three Universities. Responsibilities included training executive management and program development managers in project management principles applied to new course development processes resulting in improved efficiencies. • Designed and applied unique project management methodology to higher education new course development. • Established new performance metrics, providing a first-time visibility into new course development effectiveness. ALCOA 1998 – 2009 Project Controls Technical Consultant (Major Projects), Alcoa Corporate Center, Pittsburgh, PA 2006 – 2009 Selected as principal executive level project management technical expert to provide strategic and technical leadership in project controls for major capital construction projects across the organization. Maintained responsibility for project governance of all capital growth projects and sustaining capital projects greater than $50 million. • Developed and led global implementation of the Alcoa Project Controls System, providing enterprise-wide project management methodology praised by senior management for its comprehensiveness and effectiveness. • Implemented well-received Project Lessons Learned and Project Peer Review Programs that enabled project teams to learn from past project mistakes and successes improving overall capital effectiveness. • Led Mega-Project (> $1 Billion) Peer Reviews and analyzed success parameters. AUSTIN C. MATTSON II, MSCPM, PMP PAGE TWO ALCOA (continued)
  • 2. • Appointed Secretary of Project Decision Review Board (PDRB), delivering project selection decisions on the capital projects portfolio and recommendations for project Board of Directors authorization. • Successfully led project rescue team to turn around troubled strategic project > $500 million by conducting a performance gap analysis and guiding the project through stage gated process. Senior Program Manager (R & D and NPD), Alcoa Technology Laboratory, Alcoa Center, PA 2004 – 2006 Recruited to develop and deploy a research and development project management program. Directed and managed projects and programs to ensure consistency with corporate strategy and consistency of processes across projects, while maintaining high customer satisfaction levels. • Instituted the Project Management Methodology after successfully piloting it with sixteen projects, including defense, aerospace and automotive projects to provide the organization with a standardized methodology to improve management process of projects and overall project performance. • Authored three internal project management guidebooks adopted by the organization. • Established a voluntary global project management best practices community organization with an interactive intranet website that served as a knowledge resource library and was widely used throughout the enterprise. • Developed well-received project management training program, including constructing courses and teaching both internal and external project management practitioners. Project Manager/Senior Project Manager (NPD), Alcoa CSI Inc., Crawfordsville, IN 1998 – 2004 Provided leadership on strategic projects in research & development, process improvement, new material development and new product development. • Guided multiple successful projects from conception to market introductions, including: A new product; representing 18% of the total company market sector sales volume. An improved technology platform, doubling product manufacturing throughput. A new sealing technology for closures under extreme heat conditions. A new blended material, saving approximately $ 4.5 million in material costs per year. • International experience leading process transfer to European Research and Design organization in Germany, while also leading two new product development project teams across Europe. • Appointed to the product development task force, which devised new processes, tools and techniques that reduced product development time from over 2 years to less than 8 months. • Selected as the only project manager to serve as co-program owner of 2 product market sectors. • Developed the strategic organizational competencies plan, which was adopted as a corporate-wide model to build project management capability. NYPRO OREGON INC., Corvallis, OR 1996 – 1998 Operations Manager Held total responsibility for manufacturing operations of an ISO 9002 certified custom injection molding plastics plant. • Developed business strategy to convert tooling shop into a profit center by adding mold building capabilities and marketing and selling new prototype and rapid mold build services. • Conceived and executed machine process controls strategy that improved overall production efficiency from 72% to 85%, and improved product yields from 90% to 98%. • Staffed logistics team and chartered procedures to improve inventory accuracy from 67% to 100%. LETICA OF NEVADA, Jean, NV 1994 – 1996 Plant Manager, Plant II, Thinwall Division Recruited for a second time to turn around, and re-engineer a failing injection molding facility. • Enhanced delivery reliability from 60% backorder to 100% on time by rebuilding plant management and customer service teams, improving inventory control system, and fully-integrating workflow procedures. • Improved plant efficiency from 50% to 75%, while reducing plant scrap rate from 8% to 4.3%. AUSTIN C. MATTSON II, MSCPM, PMP PAGE THREE THE TIMBERLAND MFG. CO., Mountain City, TN & Boone, NC 1993 – 1994
  • 3. General Manager Maintained complete responsibility for U.S. operations, of multiple manufacturing locations and warehouses with 1200 plus personnel, and an annual operating budget of $27.5 million. • Increased average monthly production of outdoor footwear products 108%, and reduced the cost per pair by 20%. • Increased output by almost 50% by re-organizing production lines according to modular manufacturing concepts. • Improved inventory turns from 9 to 19, which reduced raw materials inventory from $9.6 million to $6.5 million. • Initiated the idea of, and then established, a highly profitable retail outlet store within the factory. BARRY’S OF SAN ANGELO, San Angelo, TX 1988 – 1993 Plant Manager Converted cutting and sewing facility into an injection molding facility. LETICA OF DELAWARE, Middletown, DE 1985 – 1987 Plant Manager - Lead operations of an injection molding and decorating plant. ALLEN BRADLEY COMPANY, Greensboro, NC 1984 – 1985 Production/Maintenance General Supervisor - Managed 5 production lines in a high speed electronics plant. UNION CARBIDE CORPORATION, Asheboro, NC 1980 – 1984 Maintenance Supervisor - Responsible for 25 skilled trades workers involved in the production of battery products. U.S. MARINE CORPS, Camp Lejeune, NC 1977 – 1980 Captain - Platoon Commander and Special Staff Officer, in Motor Transport, Communications and Intelligence. EDUCATION / CERTIFICATIONS PhD Candidate, Specialized Curriculum: Strategy, Program and Project Management, Lille Graduate School of Management, ESC – Lille, “École Supérieure de Commerce de Lille”, Lille, France MS, Project Management, The George Washington University, Washington, DC BA, Sociology, Honor Student, University of Connecticut, Storrs, CT Advanced Project Management Certificate (APMC) Project Management Professional Certification (PMP®) AFFILIATIONS • Member, The Project Management Institute (PMI),1999 – Present • On-Site Evaluation Team Member, Global Accreditation Center (GAC), PMI, 2008 – Present • Member, Advisory Panel , The Project Management Institute (PMI), 2005 – Present • Member, Construction Industry Institute (CII), 2006 – Present • Member, Board of Advisors, Construction Industry Institute (CII), 2008 – 2009 • Member, Board, Independent Project Analysis (IPA), 2008 – 2009 • PMI Chapter Member, Indianapolis (1999 – 2009), Pittsburgh (2004 – Present); and Risk SIG (2005 – Present) • Member, Research Team 241 (Optimizing Construction Input), Construction Industry Institute (CII), 2006 – 2008 • Member, Association for the Advancement of Cost Engineering International (AACE), 2006 – Present • Member, Society of Plastics Engineers (SPE), 1988 – 1997; Senior Member, 1997 – 2005
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