1. Carl J. Hooker
5900 HWY 61 South # 16 Vicksburg, Mississippi , 39180  C: (713) 851-0638  hookmandba@aol.com
SUMMARY
A results-oriented, self-motivated Process Improvement Manager with profit and loss responsibility
and diverse expertise in the following areas:
Process Management  Nuclear Process Improvement / Resource Loading
Lean Manufacturing  Team Leadership  Operational Excellence
Greatly improves productivity and develops process management standards, consistently
transforming divisions into top producers through development and execution of process
improvements. Demonstrated successful continuous improvement initiatives with all previous
consulting clients. Develop and implement strategic action plans to enhance location performance.
Finesses internal and external supply chain customers with extraordinary customer service and
planning.
An adaptable and diplomatic leader who develops relationships based on accountability, respect
and loyalty. Sets aggressive goals and motivates teams to exceed beyond expectations. A
forward thinking decision maker who analyzes all possible outcomes before reaching informed
conclusions. Broad-minded and intelligent, promotes new processes and ideas. Hard-working
and dependable, tackles difficult issues with a persistent can-do attitude. Consistent, appreciative
and passionate, approaches each new challenge with dedication to continued organizational
success. Demonstrated results for cost reduction through productivity improvements and
resource loading.
EXPERIENCE
ENTERGY GRAND GULF NUCLEAR STATION, Port Gibson, MS
Superintendent / Senior Project Manager 2013-Present
Dry Fuel Senior Project Manager responsible for safe and error free ISFISI campaign. Completed on
schedule, under dose, under budget.
Superintendent Maintenance Services responsible for safe and error free performance for all
contracted personnel. Managed a $30 million budget for online and outage. Effectively re-organized
contractor leadership and craft resulting in Fleet recognition for performance and cost management.
Benchmarked by other sites, visited by Board Members. Industry leader in IS performance, Green
Cross Award recipient, 11 corporate recognition awards for multiple aspects of performance. Only 1
HU clock reset in 28 months.
Superintendent Mechanical Maintenance responsible for performance improvement. Effectively re-
organized departmental leadership including full schedule loading, utilization of trainees, Supervisor
remediation. 50% improvement in schedule loading, Trainees promoted to Journeyman in 13 months,
significant OJT performed with Trainees, reduction in rework, ahead of burndown for Outage preps.

2. Carl J. Hooker, Page 2
February 2016 Superintendent of Projects for RF 20 responsible for IS/HU and schedule performance
for CBI. Outage scorecard for performance close to 100% of payout, ahead of schedule for most
crafts, assisted Undervessel to prevent becoming critical path, zero HU/IS errors or events.
Refuel Floor Supervisor assumed role as the only available open position. Supported RBS with
alternative success paths to keep Outage on schedule, identified and acted on opportunity for Fuel
Sipping performance. Leading Fuel Pool Clean-up initiative and Bridge Upgrade Project.
DEWOLFF, BOBERG& ASSOCIATES, Houston, TX
Project Manager 2006-2013
Customizing and Installation of Management Operating System performance enhancement tools
including Microsoft Office software applications to quickly drive on the floor performance with
contracted companies. Develops Change Management Strategies to lead all client levels through
Corporate Cultural Change process. Interacting with and providing training to Production Management
and front line Supervisors. Quantifying of operating problems and implementation of resolution and
evaluation methods. Successfully developed written work instructions and planning tools overhauling
work estimates insuring proper task completion within Nuclear Regulatory Commission guidelines.
Understanding and enhancing industrial safety and human performance in all nuclear projects.
Produces a major turnaround for client operations in regards to personnel, overtime, productivity,
overall cost management, inventory management and morale.
 Development and aggressive installation of cost saving initiatives through development of new
processes in conjunction with implementation of metrics evaluation tools.
 Brokered relationship building between Consultants and Client Company insuring repeat business
opportunities.
 Provides vision for and coaching to achieve competitive Corporate Culture.
 Hendrickson Trailer Suspensions-Clarksville Project successfully saved 124% of plan at $2.6 million
annualized savings.
 Hendrickson Trailer Suspensions-Canton Project successfully saved at 137% at $1.9 million
annualized savings.
 PPL Susquehanna Nuclear Power Plant Maintenance Installation successfully saved at 151% at $7.8
million annualized savings including successful concurrent WANO / INPO Audit.
 Global Copper and Brass Project successfully saved at 127% at $2.7 million annualized savings.
 ENTERGY-JAF Nuclear Plant successfully saved at 265% at $10.2 million annualized savings with no
HU errors or Station events. Maintenance/PS&O/Engineering installation.
 ENTERGY-IPEC Nuclear Station successfully saved at 488% at $28 million annualized savings with
no HU errors. Maintenance/PS&O/Engineering/Operations installation.
 Kaman Aerostructures successfully saved at 221% at $4.1 million dollars annualized savings.
 Proven record of clients setting shift and Plant records for productivity, quality and safety.
 Development of Plant Key Performance Indicators and shift specific metrics. Implementation of
6Sigma, Lean Manufacturing, Root Cause Analysis and SMED methodologies to drive performance
through Process Continuous Improvement.
TRIPLE H WHITE-TAIL RANCH, Loma Alta, Texas
Environmental / Business Manager 2004-2008
Concurrently provided habitat and harvest management strategies in addition to oversight of Scientific
Breeder Permit regulations and sales for family ranching business. Developed marketing strategies in
concurrence with harvest management process to maximize Ranch income.

3. Carl J. Hooker, Page 3
FEDEX EXPRESS, Houston, Texas
Special Projects Manager Operations 1991 - 2005
Supervised staff of 72, including commercial drivers and customer service agents. Conducted sales calls
and held responsibility for total customer service. Renegotiated vendor contracts producing annualized
savings. Re-engineered operational processes to improve productivity and reduce costs. Held full profit
and loss responsibility for location Stations. Trained and hired employees and managers. Acted as key
liaison between work force and Senior Management. Responsible for all discipline, termination and
hiring at station locations. Responsible for remedial training and professional development of peer
Operations Managers. DOT, OSHA, and behavioral interviewing/recruitment expertise.
 Led initiatives to reduce spending through cost analysis of operations and transportation budgets.
 Developed and executed route utilization and restructuring including implementation of route loops
and baseline routes. Used current and historical data to forecast volume and contingency plan.
 Planned and facilitated training sessions for operations and customer service.
 Selected by senior leadership to lead action teams to turn around underperforming locations District
wide.
 Recognized with five leadership awards, best regional management team (LKSA Station) and top
sales and customer service (Compaq).
EDUCATION
TEXAS A & M UNIVERSITY, College, Station Texas
Bachelor of Science
Quote from Kevin Mulligan, SVP Operations Retired GGNS
I'm saddened to hear that you've resigned. I hope that everything works out best for you
and your family. You made a significant contribution in changing the culture of Grand
Gulf forever. You transformed the Maintenance Support organization into the 'best
organization' within the fleet. I'd put you and your team against anyone and hands down I
know who the winner would be. We didn't set you up for success in mechanical
maintenance. In addition to your own challenges with learning this aspect of the
business, you had a long-standing culture deeply engrained within the workforce that
hasn't been addressed over the past decade (if not longer) coupled with
inadequate/insufficient first line supervisors (leadership team) to address these
challenges. I appreciate your kind words and thoughts, and always with have fond
memories. Keep in touch.