Ken Blalock

Tapped to utilize my vast experience in project development and execution in establishing the Business Process Management Office. The efforts are in support of S&H’s need to establish, document and manage effective procedures that enforce sound business practices. - Established procedure development, review and approval process. - Worked within company resources to establish a web-based procedure manual for all hands to access. - Established departmental teams to formulate needs and priorities in developing written procedures.

Leading effort of proposal development. Coordinating applications engineering efforts with estimating and schedule development. Working with sales team to qualify opportunities and respond to Requests for Proposal.. Manage workflow processes to ensure accurate and timely responses to new and existing customers. Apply strong knowledge of industrial construction to identify and minimize risk on the front end.

Lead department of program and project managers in the execution of Material Handling projects. Dealt with systematic issues, customer concerns, resource allocation, supplier issues and relationships. Identified and sources sub-contacting assets as required by project volume.

After successfully completing the pilot of a twelve-project program, ($80MM), was tapped to be the program manager and lead a team of five other project managers. Improved communication paths to promote sharing of lessons learned, troubling shooting and customer needs. Improved customer relationship through on time execution, responsiveness to needs and overall safety performance. Delivered on product on schedule despite the difficult COVID business environment of 2020

Assigned as project manager for various material handling projects in warehouse fulfillment centers. Lead development and execution of projects ($1MM - $8MM) for brownfield sortation and distribution. Completed the pilot sortation project of a twelve project program and was named program manger with in four months. Currently executing the full program at various sites across the U.S.

Assigned to the Alabama Power, Plant Barry Unit 5 Precipitator Rebuild (~$27MM). Responsible for the full range of commercial project management including prime contract review/management, change management, subcontracting, procurement, reporting/notification, invoicing and estimating.

Sought opportunity to take a calculated risk on building a business from the ground up. After conducting due diligence, opened franchise business. Applied agile project management methodology and tight financial controls for quick ramp up with minimal resources. Established operating systems while managing customer service, back-office, business development, and marketing.

Managed the associated Fluor teams providing project management support through construction management and engineering/design in services to IBM at their facilities, offices and data centers across the U.S. This consisted of 19 locations and averaged 125 team members.

Advanced, at client’s request, to direct Alcoa Power Generation, Inc’s capital project portfolio of strategic modernization and sustaining capital programs for their Tapoco and Yadkin hydroelectric developments. Served as primary point of contact to the client reporting to APGI, Vice President. The magnitude of the modernization program was a $500MM investment across eight dams and powerhouses, twenty-six hydro units generating approximately 600MW and 120 miles of transmission lines.

Built EPCM operation and installed capital project process from the ground up for Aleris Rolling Products; hired and trained team that exceeded client expectations within three months.

Alcoa Power Generation, Inc. – Tapoco Hydroelectric Project, Tallassee, TN, 2006-2011 Alcoa Primary Metals – Mt. Holly Aluminum Smelter, Goose Creek, SC, 2003-2006 Alcoa Primary Metals – Eastalco Aluminum Smelter, Frederick, MD, 2001-2005 Singular point of contact for key client’s facilities’ capital program. Accountable for providing strategic leadership and end-to-end project lifecycle management for multiple projects running in parallel. Successfully transitioned EPCM services to a site managed organization responsible for sustaining and modernization projects.

Maintenance manager with increasing levels of responsibility throughout tenure in an integrated steel mill. Directed supervisors and union employees within a 24/7 maintenance organization Responsible for equipment availability, maintenance, operability and reliability. Planned weekly and long term mill outages for repairs, equipment change out and capital improvements. Career Progression: Area Manager Maintenance – Cold Rolling, Pickle & Box Anneal (2000 - 2001) Hot Rolling Practices Manager (1998 - 2000) Mechanical Maintenance Coordinator – Hot Rolling (1996 – 1998) Electrical Maintenance Coordinator - Hot Rolling (1996) Assistant Maintenance Coordinator – Hot Rolling (1995 – 1996) Maintenance Shift Manager - Hot Rolling (1994 – 1995) Reduced the number of long term maintenance outages through better planning and changes in maintenance practices. Served on plant committee to develop craft training program Selected twice for US Steel Leadership seminars

Surface Warfare Officer responsible for various aspects of ships operations and maintenance. Honorably discharged, achieving rank of Lieutenant Commander. Veteran of Operations Desert Shield and Desert Storm. Awards : Navy Commendation Medal & Navy Achievement Medal (2 awards). Assignments: USS Aries (PHM-5), Combat Systems Officer USS MacDonough (DDG-39), Gunnery Officer USS MacDonough (DDG-39), Electrical Officer