1. JOHN GOODWIN
Houston, Texas 713.254.9589 jgoodwin64@comcast.net
SR. PROJECT MANAGER / PROJECT MANAGER
Process Improvement / Planning / Project Controls / Budgets / Cost Control / Scheduling / QA / CRM / RFPs /
Life Cycle Management / Change Management / Compliance / Team Building / Document Management / SAP /
Costing Estimating / Technical Writing / Contract Management / International / Facilities / Risk Management
A project management professional with an outstanding record planning, executing and delivering complex projects
within tight time and budget constraints for firms in the oil, gas and energy sector. Experience at Talascend
Worldwide Engineering, FMC Technologies and other firms, includes key roles on major international surface and
subsea oilfield EPC projects with budgets ranging to $400M. Special expertise in project controls and development of
technical and engineering project documentation. Can make a strong impact by:
 Shepherding major large-scale projects from inception to successful delivery
 Developing & implementing project plans for complex global programs
 Meeting challenging milestones while ensuring quality & compliance
 Establishing & maintaining rigorous schedule & budget controls
 Training, mentoring & motivating top performing teams
High-energy, natural leader, team builder and strong motivator. Sharp analyst and astute planner. Education includes
BS in Business Administration from the University of Phoenix and a Project Management Certificate from the
University of San Diego, as well as a Paralegal Certificate in Contract Law. Served in the US Navy.
SELECTED ACCOMPLISHMENTS
Created digital manuals for an undersea project. Talascend was engaged by Bechtel Subsea for a Chevron oil
project in Tahiti. Played a key role in developing and improving technical/engineering digital for a major expansion.
Currently ahead of all of schedule deadlines. Earned commendations from Chevron and Bechtel for quality of the work.
Accelerated productivity 15-fold. FMC project health assessment methods were outdated. Developed a streamlined
review processes for all EPC projects. Exploited synergies to increase productivity. Eliminated redundancies. Cut cycle
time from days to hours. Enabled precise assessment of all milestones, including schedule and budget burn rate.
Boosted efficiency 87.5%. Project document control processes at FMC were inefficient, resulting in productivity
bottlenecks. Created new processes tied to changing project demands. Cut turnaround time from 32 hours to only four
hours. Saved $100K on labor alone, reducing headcount. Improved both internal and external client satisfaction.
Diversified strategic sourcing to cut risks. FMC reliance on a single supplier for pipe products resulted in project
interruption risks. Working with procurement, devised a multivendor strategic sourcing model. Shifted partial product
development costs to the customer. Accelerated deliveries and alleviated risks with minimal impact on costs
Protected a $100M FMC contract while cutting costs & increasing margins. BP questioned pricing differences on
its Thunder Horse project vs. prior contracts. Proved design changes made by BP were driving higher costs without
adding functionality. Convinced BP to retract the changes. Reduced costs, increasing FMC margins nearly 10%.
CAREER HISTORY
Project / Contract Management Technical Editor / Technical Writer, Talascend Worldwide Engineering Resources,
2015-Present. Recruited by a global engineering resources firm for a major subsea oil project with Bechtel in Tahiti for
Chevron. Managed production of technical documentation as part of the contract performance QA process.
FMC Technologies, a $7.1B oil & gas equipment/services firm. Repeatedly promoted, roles include:
Stage Gate Assessment Manager, 2012-2015. Directed project health assessment programs including subsea
EPC audits. Provided program/project services. Concurrently (2014-2015), Document Control Supervisor. Led a
team of 12 specialists, managing technical and contract documentation for all global subsea EPC projects.
Senior Project Manager, 2005-2012. Led project management efforts for Gulf of Mexico deep-water oilfield
development. Managed all phases from tender to first-oil on programs with budgets ranging from $5M to $400M.

2. Earlier: Product Project Mgr./Subsea Controls, Qualitec Consulting Group; and Aftermarket Mgr. / Facility Mgr.,
Nautronix, Inc. Began career in technical/project management roles at Gamma-Metrics and General Instrument Corp.