Rick Hudgens has over 30 years of experience in project management for engineering, construction, and infrastructure projects ranging from $400 million to $20 billion. He has a proven track record of leading teams, developing client relationships, and managing all phases of large capital projects. Hudgens is currently the Vice President of Operations and Business Development at ACMS Group, where he oversees professional staff and construction operations.

1. RICK HUDGENS
Rickhudgens66@gmail.com • Cell: 630.418.1766 • 13399 W. 117th
Ave Cedar Lake, IN 46303
PROJECT/CONSTRUCTION MANAGEMENT
Innovative and results-driven Professional with over 30+ years’ experience in the engineering,
procurement and construction of domestic and international projects ranging from $400M to
$20B. Experienced with all phases of project life cycle from proposal development thru start-up
and commissioning. Specialized knowledge of oil refining, petrochemical, power, pipeline,
utilities and off-sites, and infrastructure development. Demonstrated ability to lead cross-
functional teams, establish rapport and trust with clients, and develop strong relationships
organization-wide. Loyal and dedicated employee having only worked with 4 companies during
the past 30+ years. Committed to teamwork and leading by example.
•FULL PROJECT LIFECYCLE MANAGEMENT •TEAM LEADERSHIP •FEASIBILITY STUDIES
•ENGINEERING •SAFETY •CONTRACT MANAGEMENT •REQUIREMENTS DETERMINATION
•BUSINESS CASE DEVELOPMENT & PRESENTATION •RESOURCES & COST MANAGEMENT
PROFESSIONAL EXPERIENCE
ACMS GROUP INC. – Crown Point, IN, 2014 to Present
VP Operations & Business Development
• Assumed Operationsrole leading the organization from proposaldevelopment
thru start-up and commissioning activities on all capital and maintenance
projects.
• Managea staff of 40 professionalpersonneland an averageof 300 craft
personnel
• Developed new business segment expansion into Power, Telecommunications,
Scaffolding, and Infrastructuredevelopment
• Expanded direct hire capabilities to include all the major trade unions.
• Managekey relationships with all Customers
• Expanded roles include oversite of all corporatefinancialreporting

2. FLUOR CORP. – Houston, TX/Whiting, IN 2006-2014
Construction Management
Deputy Site Manager/SiteManager –BP Whiting WRMP Project
• Built and led cross-functionalsite team to execute a $15Bcapitalexpansion
project within an existing and operating refinery. Total Fluor staff assigned to
the site at peak construction exceeded 300 personnel.
• First Fluor employee assigned to site in a seconded role to the client to assist
with the following activities:
o In coordination with the BP Senior Executive developed all information
required to reportto the Board of BP as the project moved thru their
variousstages of projectfunding approval.
o Upon project approvalby the Board of BP assigned to assist BP Senior
Construction Manager in the development of all the infrastructure
requirementsto supportthe project including new roads, heavy
equipment offloading facility, utility relocates, and compound
development for both staff and craft personnel.
• Led the project controlsteam in the development of all the detailed estimates
including field indirects, and productivityprojections. Developed the reporting
structurerequired by BP to supportthe project reporting backto their Board
of Directors.
• Assisted in the development of the site specific safety manualincluding BP’s 5
Star Safety Award Program. Led the BP SafetySelection Board for the duration
of the project.
• Led the initial Risk ManagementTeam on site identifying, documenting, and
developing mitigation plans associated with an operating facility and the
construction required for the expansion.
• Responsible for all IndustrialRelations functionsfor Fluor and in a seconded
role to BP. Total craftpersonnel assigned to the site at peak construction was
in excess of 14,000 employees. Projectwas established utilizing the National
MaintenanceAgreement. Developed excellent relationshipswith both the
Internationaland LocalRepresentatives. Building and Trades recognized me
with their top Contractor Executive Award in 2012.

3. LUCENT TECHNOLIGES – Chicago, IL/Phoenix, AZ/Boston, MA/Baltimore, MD,
Kansas City, KS 2000 - 2006
ProjectManagement
Program Director/Construction Director
• Recruited by Lucent Technologiesto lead their capital projects group in
multiple major wireless expansion projects for Sprint, AT&Tand Verizon with a
total capital expenditurein excess of $20Bover 6 years.
• Directed a field staff of over 400 direct hirepersonnel including site
acquisition, construction management, contracts, safety, and projectcontrols
personnelover numerousmajor market areas.
• Directed over 1400 LucentCommunicationsWorkersof America (CWA)
installers in the deploymentand installation of Lucent’s equipment.
• Responsible for all internal and external reporting requirementsas directed by
internalstakeholders as well as reporting requirementsstipulated by the
client.
• Ownership responsibility for the projects profitand loss
FLUOR CORP – Houston, TX/Decatur, AL/Orlando, FL/Chicago, IL 1990 - 2000
Project Management/Department Management/Project Controls
Regional Manager – Fluor GlobalServices - AT&T Network Realization Project
• Relocated by Fluor to assume regionalresponsibilities for a major capital
expansion for AT&T in the Midwest.
• Hired and trained over 100 professionalengineers, contracts, safety and
project controlspersonnel.
• Responsible for the regions profitand loss
• Managed all client relationshipsthru the Midwest.
ProjectManager – Amoco High PressureVent Gas Project – Decatur AL
• Assigned by Fluor as PM during conceptualstage of project.
• Worked with the Amoco projectmanager to develop all reporting required
thru Amoco’sproject funding approvalprocess.
• Led the cross functionalteam thru construction execution and start-up.

4. • Ownership responsibility for projects profitand loss
• Awarded Best In Class Projectby Project ManagementInstitute (PMI)
ProjectManager – Amoco ChocolateBayou no. 4 PolypropyleneUnit
• Led cross functionalteam from conceptualstage of engineering thru project
completion.
• Relocated to the field to supportconstruction managementteam and maintain
on site client relationships.
DepartmentManager – ProjectControls Multi Projects
• Responsible for oversite and mentoring of 40 + project controlspersonnel
assigned to small capital project work.
• Worked with multiple clients in establishing their variousreporting requests
• Oversite of all cost, schedule and progressreporting both internal to Fluor as
well as to the multiple clients.
ProjectControls Manager – Multiple Projects
• Responsible for all project controlsfunctionsincluding cost, schedule, and
progressreporting for variousclients:
o CITGO
o Marathon
o Molten Metal
o Exxon
KIEWIT CONSTRUCTION - Omaha, NE/Chicago, IL/Stamford CT. 1982 -
1990
ProjectControls
DepartmentManager – Kiewit Construction
• Responsible for the monitoring and tracking of major capital projects.
• Assigned responsibility to consolidate the purchaseof Continental Can by
Kiewit Construction.
Additionalexperience as junior level project controlsengineer. Details by request

5. EDUCATION
Masters Certificate Project Management - Stevens Institute of Technology
B.S. Business/Finance – East Texas Baptist University