Austin C Mattson II Resume Mar 2012

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1. AUSTIN C. MATTSON II, MSCPM, PMP 5116 Scenic Drive Murrysville, PA 15668724.327.0667 [email protected] PROJECT MANAGEMENT AND OPERATIONS…
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  • 1. AUSTIN C. MATTSON II, MSCPM, PMP 5116 Scenic Drive Murrysville, PA 15668724.327.0667 [email protected] PROJECT MANAGEMENT AND OPERATIONS EXECUTIVEPerformance-driven executive leader, strategic thinker and planner, extremely effective at driving tactical initiatives towinning outcomes. Thirty years of comprehensive and progressive global experience in project and operationsmanagement. Highly recognized for expertise in:  Project and Program Portfolio Management Delivering Projects and Programs - NPD, R & D, Construction  Building Strategic Alliance Partnerships Creating & Implementing Project Management Systems  Developing Business Plans Developing Proposals and Handling Negotiations  Profit and Loss Management Leading Difficult Change Management Initiatives  Cost Containment & Asset Maximization Operations Building, Optimization and Turn-around  Establishing Effective Performance Metrics Optimizing Diverse Group Synergies to Achieve Goals  Project / Program Risk Management Developing Corporate Business and Marketing Strategies  Rescuing Troubled Projects Developing and Providing Project Management Training  Corporate Budgeting PROFESSIONAL EXPERIENCEAPLA INTERNATIONAL, McDonough, GA January 2011 – PresentDirector of Program and Project Management,Responsible for Program and Project Management for Alpla, N.A. Region of Company headquartered in Hard,Austria. N.A. Region led the implementation of the Alpla Project Delivery System, which has become the globalstandard.• Successfully delivered two Plant-in-Plant, one Greenfield project and several small and medium scale projects in 2011.• Managing a portfolio of over 75 product development projects.• Established N.A. Project Delivery Review Board for Strategic program, project and portfolio decision making.DELSAER INTERNATIONAL, Pittsburgh, PA July 2009 – December2010Chief Operating Officer, Pittsburgh, PA April 2010 – December2010Created an outgrowth firm of Delsaer based in the US, and serving international markets, to provide complete projectmanagement services to organizations to improve their project performance and capital effectiveness.Executive Project Management Consultant, Delsaer, Montreal QC, Canada July 2009 –April 2010Specifically recruited to assist in negotiations between a Fortune 150 steel manufacturing company and twoengineering, procurement, construction and management firms to form an Alliance Partnership delivering projects.Selected as principle designer, writer and trainer of the project delivery system. Responsible for process andprocedure compliance, training and establishing mechanisms for project continuous improvement.• Represented Owner’s team in complex three-way Alliance Partnership Agreement for capital projects.• Authored a Scalable Alliance Project Delivery System and Process Manual for Alliance Partnership.EDMC, Pittsburgh, PA 2009Director of New Course DevelopmentResponsible for new course development of Graduate, Masters and Undergraduate Level Degree Programs for threeUniversities. Responsibilities included training executive management and program development managers in projectmanagement principles applied to new course development processes resulting in improved efficiencies.• Designed and applied unique project management methodology to higher education new course development.• Established new performance metrics, providing a first-time visibility into new course development effectiveness.
  • 2. AUSTIN C. MATTSON II, MSCPM, PMP PAGE TWOALCOA 1998 – 2009Project Controls Technical Consultant (Major Projects), Alcoa Corporate Center, Pittsburgh, PA 2006 – 2009Selected as principal executive level project management technical expert to provide strategic and technical leadershipin project controls for major capital construction projects across the organization. Maintained responsibility forproject governance of all capital growth projects and sustaining capital projects greater than $50 million.• Developed and led global implementation of the Alcoa Project Controls System, providing enterprise-wide project management methodology praised by senior management for its comprehensiveness and effectiveness.• Implemented well-received Project Lessons Learned and Project Peer Review Programs that enabled project teams to learn from past project mistakes and successes improving overall capital effectiveness.• Led Mega-Project (> $1 Billion) Peer Reviews and analyzed success parameters.• Appointed Secretary of Project Decision Review Board (PDRB), delivering project selection decisions on the capital projects portfolio and recommendations for project Board of Directors authorization.• Successfully led project rescue team to turn around troubled strategic project > $500 million by conducting a performance gap analysis and guiding the project through stage gated process.Senior Program Manager (R & D and NPD), Alcoa Technology Laboratory, Alcoa Center, PA 2004 –2006Recruited to develop and deploy a research and development project management program. Directed and managedprojects and programs to ensure consistency with corporate strategy and consistency of processes across projects,while maintaining high customer satisfaction levels.• Instituted the Project Management Methodology after successfully piloting it with sixteen projects, including defense, aerospace and automotive projects to provide the organization with a standardized methodology to improve management process of projects and overall project performance.• Authored three internal project management guidebooks adopted by the organization.• Established a voluntary global project management best practices community organization with an interactive intranet website that served as a knowledge resource library and was widely used throughout the enterprise.• Developed well-received project management training program, including constructing courses and teaching both internal and external project management practitioners.Project Manager/Senior Project Manager (NPD) , Alcoa CSI Inc., Crawfordsville, IN 1998 –2004Provided leadership on strategic projects in research & development, process improvement, new materialdevelopment and new product development.• Guided multiple successful projects from conception to market introductions, including: A new product; representing 18% of the total company market sector sales volume. An improved technology platform, doubling product manufacturing throughput. A new sealing technology for closures under extreme heat conditions. A new blended material, saving approximately $ 4.5 million in material costs per year.• International experience leading process transfer to European Research and Design organization in Germany, while also leading two new product development project teams across Europe.• Appointed to the product development task force, which devised new processes, tools and techniques that reduced product development time from over 2 years to less than 8 months.• Selected as the only project manager to serve as co-program owner of 2 product market sectors.• Developed the strategic organizational competencies plan, which was adopted as a corporate-wide model to build project management capability.NYPRO OREGON INC., Corvallis, OR 1996 – 1998Operations ManagerHeld total responsibility for manufacturing operations of an ISO 9002 certified custom injection molding plasticsplant.• Developed business strategy to convert tooling shop into a profit center by adding mold building capabilities and marketing and selling new prototype and rapid mold build services.
  • 3. • Conceived and executed machine process controls strategy that improved overall production efficiency from 72% to 85%, and improved product yields from 90% to 98%.• Staffed logistics team and chartered procedures to improve inventory accuracy from 67% to 100%.AUSTIN C. MATTSON II, MSCPM, PMP PAGE THREELETICA OF NEVADA, Jean, NV 1994 – 1996Plant Manager, Plant II, Thinwall DivisionRecruited for a second time to turn around, and re-engineer a failing injection molding facility.• Enhanced delivery reliability from 60% backorder to 100% on time by rebuilding plant management and customer service teams, improving inventory control system, and fully-integrating workflow procedures.• Improved plant efficiency from 50% to 75%, while reducing plant scrap rate from 8% to 4.3%.THE TIMBERLAND MFG. CO., Mountain City, TN & Boone, NC 1993 – 1994General ManagerMaintained complete responsibility for U.S. operations, of multiple manufacturing locations and warehouses with1200 plus personnel, and an annual operating budget of $27.5 million.• Increased average monthly production of outdoor footwear products 108%, and reduced the cost per pair by 20%.• Increased output by almost 50% by re-organizing production lines according to modular manufacturing concepts.• Improved inventory turns from 9 to 19, which reduced raw materials inventory from $9.6 million to $6.5 million.• Initiated the idea of, and then established, a highly profitable retail outlet store within the factory.BARRY’S OF SAN ANGELO, San Angelo, TX 1988 – 1993Plant Manager - Converted cutting and sewing facility into an injection molding facility.LETICA OF DELAWARE, Middletown, DE 1985 – 1987Plant Manager - Lead operations of an injection molding and decorating plant.ALLEN BRADLEY COMPANY, Greensboro, NC 1984 – 1985Production/Maintenance General Supervisor - Managed 5 production lines in a high speed electronics plant.UNION CARBIDE CORPORATION, Asheboro, NC 1980 – 1984Maintenance Supervisor - Responsible for 25 skilled trades workers involved in the production of battery products.U.S. MARINE CORPS, Camp Lejeune, NC 1977 – 1980Captain - Platoon Commander and Special Staff Officer, in Motor Transport, Communications and Intelligence. EDUCATION / CERTIFICATIONS PhD Candidate, Specialized Curriculum: Strategy, Program and Project Management, Lille Graduate School of Management, ESC – Lille, “École Supérieure de Commerce de Lille”, Lille, France MS, Project Management, The George Washington University, Washington, DC BA, Sociology, Honor Student, University of Connecticut, Storrs, CTAdvanced Project Management Certificate (APMC) and Project Management Professional Certification (PMP®) AFFILIATIONS• Member, The Project Management Institute (PMI),1999 – Present• On-Site Evaluation Team Member, Global Accreditation Center (GAC), PMI, 2008 – Present• Member, Advisory Panel , The Project Management Institute (PMI), 2005 – Present• Member, Construction Industry Institute (CII), 2006 – Present• Member, Board of Advisors, Construction Industry Institute (CII), 2008 – 2009• Member, Board, Independent Project Analysis (IPA), 2008 – 2009• PMI Chapter Member, Indianapolis (1999 – 2009), Pittsburgh (2004 – Present); and Risk SIG (2005 – Present)• Member, Research Team 241 (Optimizing Construction Input), Construction Industry Institute (CII), 2006 – 2008• Member, Association for the Advancement of Cost Engineering International (AACE), 2006 – Present• Member, Society of Plastics Engineers (SPE), 1988 – 1997; Senior Member, 1997 – 2005
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