1. MARTY PATE
832-784-6054
TWIC: Exp 12/2020
rpate4@comcast.net
CAREER PROFILE
Experienced construction project,production and service management professional with a proven track record of
improvements to productivity, safety performance, revenue growth, and overall operational efficiency in the oil &
gas and petrochemical industries. Ability to develop and implement feasible timelines and budgets, along with an
ability to effectively lead diverse teams toward completion of complex, cross-border international and domestic
projects, has led to ongoing careerprogression. Familiar with numerous industrial codes and standards, that
include NEC, IEC, API, B31, ASME, ANSI, OSHA etc. Seeking a leadership role to apply strong project
management and operational skills to the growth of a top tier manufacturer or EPC contractor.
AREAS OF STRENGTH AND EXPERTISE
 Project Management
 Project Review
 Budgeting/Cost Control
 Strategic Planning
 Operations Management
 Quality Assurance
 Equipment Installation/Servicing
 Personnel Management
 Plant Commissioning
 Microsoft Office Suite
 Relationship Building
 Problem Solving
PROFESSIONAL EXPERIENCE
Furmanite Americas May 2015-Jan 2016
Project Manager
Directed all phases of project management from job quoting, project execution plans, budget, schedule, safety
plans, communication plans to final transactional invoicing and collections. Managed several multi scoped
complex projects in remote locations that included line stopping/hot tap jobs, x-ray inspections, post weld heat
treatment, flange mapping/bolting/torque and several specialty machining projects in my 8 months with
Furmanite that valued from $200K to over $1.5MM. Last project before layoff was a multi scoped project at a
new petrochemical construction site in LaPorte, TX. Responsible for increasing project revenue from $125K for
overall scope to $1.5MM. Also managed all on site activities during the execution phase of all projects.
Key Accomplishments:
 Worked on internal team appointed by the Chairman to implement better controllership for the invoicing
and collections process.
 Initiated data collection by utilizing KPI’s for defects in the billing process that contributed to the
collections issues hampering the company’s cash flow.
 Improved collections by 45%. First focus was on all collections that were in the 90-120 day category.
 Executed all assigned projects to forecasted or better margins.
 Zero accidents on all assigned projects with attention and emphasis on “Safety First”.
 Strong focus on schedule, budget and cost management.
TAS Energy 2012 to 2015
Project Manager
Directed all phases of manufacturing for clients in multiple countries, including job quoting, engineering,
procurement, and fabrication/assembly; assigned project portfolio valued at a collective $26M in company
revenue. Oversaw engineering, procurement, planning. Managed execution for manufacturing, construction,
installation, startup, and commissioning projects. Responsibility for budgeting, contingency planning, quality
control, client management, supplier negotiations, and data integrity. Served on Corporate Safety Council Board.
Led weekly project meetings and weekly conference calls with clients, suppliers, and field personnel, to monitor
project status and address design and scheduling issues.
Key Accomplishments:
 Established sustainable competitive advantage and maximized customer loyalty.
 Grew project margins by an average of 3-5%, delivering profit margins between 10-32% of baseline.
 Maintained perfect safety record with all projects completed within schedule with zero accidents or lost time.

2. MARTY PATE Resume, Page 2
 Negotiated amicable settlement on contract dispute in Bolivia at less than 30% of the original claim,
eliminating $4M in damages exposure.
 Improved efficiency of scheduling and timeline management by co-developing and implementing a
procurement dashboard showing order dates and material ETAs by project, currently used by the entire
project management team company-wide.
 Maintained cost of quality at less than 5% of sales revenue.
 Negotiated recovery of $400K in past due payments from a bankrupt client, with $235K in incremental sales
through additional services and a Long-Term Service Agreement (LTSA).
 Co-developed tool for tracking percent of project complete vs. budgeted hours consumed and materials cost.
General Electric 1988 to 2012
Senior Project Manager – Pipeline Integrity Service (2004-2012)
Directed development and implementation of more than 250 pipeline construction, inspection, and assessment
projects on 12,000 miles of pipeline, with responsibility for budgeting, cost analysis, specifications, contingency
planning, client management, data integrity, logistics, scheduling, and timeline management. Worked
collaboratively with clients and field personnel to monitor project status and ensure project outcomes aligned with
quality standards, schedules, and budget allocations.
Key Accomplishments:
 Consistently met established execution deadlines; decreased production times by co-developing a streamlined
schedule utilizing Maximo that capitalized on individual employee strengths and motivations.
 Maintained a perfect safety record with zero lost time accidents.
 Grew three key accounts by 20% annually, contributing an additional $2.25M to the operating plan.
 Maintained cost of quality at less than 3% of sales revenue, and attained 45% profit margin.
PROFESSIONAL EXPERIENCE CONTINUED
Regional Service Manager – Aero Energy Services(1999-2004)
Managed gas turbine equipment service for Fortune 1000 oil and gas customers in Mexico, Central America, and
the central U.S. Implemented growth and performance improvement strategies. Contributed to asset management
database development and maintenance, and implemented MRP/ERP Oracle Solutions for financial management.
Built, developed, and managed a team of 15 technicians.
Key Accomplishments:
 Exceeded sales and service objectives, growing revenues from $4M to $20M annually (40-50%).
 Increased market competitiveness by developing a fixed pricing matrix for annual and semiannual borescope
inspections that was later implemented across all global offices.
 Standardized job quoting process by developing excel database quote matrix with all standard costs imbedded
to auto populate when cells were selected.
 Created a customer database to capture skid numbers, upgrade information, and equipment serial numbers,
types, and locations.
 Championed a specialty service group, providing expertise for Woodward and MK5/MK6 upgrades to
streamline employee operations.
 Received Zero Tolerance Award for no lost time accidents 2001-2004.
Field Technician, New Unit Installations – Aero Energy Services(1988-1999)
Installed and commissioned new LM6000, ML5000, and LM2500 generator sets at U.S. and international sites.
Key Accomplishments:
 Consistently maintained zero startup failure rate, as well as zero lost time accidents.
 Recognized by customer and by Power Magazine for converting the first LMPC6000 PC Generator into a
LM6000 PD dry low emissions synchronous condenser in a record 19 days.
PROFESSIONAL TRAINING & CREDENTIALS

3. MARTY PATE Resume, Page 3
Six Sigma Green Belt
Leadership Essentials
COE Project Management Certified
Change Acceleration Process
Finance 101
Project Management
New Manager Development Course
Level II Certified for Engine Removal and Maintenance on GE LM 2500, 5000, and 6000 Gas Turbine Generator
Qualified on 6”-48” MFL ILI and 8”-30” TFI ILI Pipeline Inspection Tools
Qualified on 6”-30” Ultrasonic Wall Measurement Tools (USWM)
Qualified on 10”-24” Ultrasonic Crack Detection Tools (USCD)
Qualified on TAS Manufactured Chiller skids