Bio, CV and Typical Operations Routine

Ralph is a senior engineering and construction executive and licensed professional architect. He is currently Executive Program Director in the Jacobs Engineering Joint Venture with ARAMCO and Saudi Arabia’s Public Investment Fund responsible for several large new townships across the Kingdom. These are greenfield real estate developments comprised of several hundred thousand residential products and a full caveat of commercial, retail, hospitality, recreational, educational, religious and support facilities. Prior to joining Jacobs Engineering, Ralph spent 20 years with KBR and 10 years with AECOM.

Ralph’s career began with then Halliburton Brown & Root, later Kellogg Brown & Root, and currently KBR during summer internships while studying at the University of Texas in Austin. Upon graduating with a Professional Bachelor of Architecture in 1984, Ralph worked for Brown & Root’s corporate Real Estate Department to plan and coordinate with utilities and municipal authorities, divestiture of several thousand acres on the west edge of Houston. The area along Houston’s Beltway 8 remains one of the most successful business districts in the metropolitan area.

Ralph served as Project Manager for architecture, engineering and construction coordination on a large Texas Instruments expansion for nearly three years that resulted in over 12 square miles of facilities under roof in the US, Brazil and France. Then he managed the largest architectural firm in Georgia at the time focused on K-12 schools and higher education for two years before obtaining his professional license. Ralph has maintained those credentials and is a member of the American Institute of Architects.

In 1990 the Senior Vice President for Brown & Root’s Heavy Civil Division solicited Ralph’s return to establish a commercial A&E department. Ralph acted as Department Manager for Brown & Root Architecture, approximately 200 people across all architectural and engineering disciplines and acquisition of three name brand firms around the US focused on governmental and industrial facilities.

In 1991 Ralph led in the development of five new towns in Saudi Arabia as a part of the Kingdom’s northern defense. The new towns were greenfield sites master planned and designed for both western and Saudi residents complete with schools, recreational, religious and city services facilities, along with power plants, water plants, treatment plants and networks for the utility services. The prototype town broke ground in the north 30 days after Ralph started the program, managing over 2,000 architects and engineers in Jeddah.

Late in 1991, Ralph led in the acquisition of a general construction contracting firm and merged it with the A&E department to form Brown & Root Building Company where he acted as Operations Manager. The Building Company continued to focus on federal, state and local governmental facilities such as water plants, treatment plants and correctional facilities, responsible for thirteen regional maximum and medium security prisons along the eastern seaboard- more than any other single general contractor at the time.

In 1993 Ralph was chosen to start up a new classified contract with the US Corps of Engineers dubbed LogCAP as his department had general construction assets within Brown & Root not

dedicated to the industrial divisions. As work built up under LogCAP, Ralph was instrumental in

increasing revenue and backlog internationally not only under that contract, but major

infrastructure development contracted directly with Governmental Departments and Ministries

around the world.

International contracts soon outnumbered domestic US work and the Building Company was

moved from Heavy Civil Division to a newly formed KBR Services Division where Ralph acted

as Director of Operations for KBR Government Infrastructure, focused on large contracts usually

on a national scale, for governments other than the US. Ralph continued in that role for the next

16 years with construction programs in 19 countries ranging from major water and waster water

programs to housing, seaport, airport and other transportation programs, to pharmaceuticals,

manufacturing and oil and gas downstream facilities.

In 2008 AECOM contacted Ralph regarding an opportunity for one of the largest infrastructure

programs in the world at the time for then Libyan ruler Omar Qadhafi. Ralph joined AECOM,

finalized negotiations and entered into a contract with scope having AECOM perform as the

nation’s public works department for a capital expenditure exceeding USD50 billion. It included

transportation such as airports, seaport expansions, a new ring road in Tripoli and several major

motorways, bridges, exchanges, water and waste water treatment plants, along with tens of

thousands of new housing units.

Ralph mobilized several hundred personnel from all around the world and began inducting

Libyan nationals through a robust knowledge transfer and training program within just a few

months. After stabilizing the program, Ralph began replicating the business model in other

countries and with the AECOM acquisition of URS, transformed the business to include

construction at risk, greatly increasing revenue for the business unit.

Throughout Ralph’s career, he has been instrumental in developing corporate strategy and

business development, responsible for profit and loss, progress and reporting. Typically over

the years, Ralph was responsible for between twelve to twenty active contracts in varying

stages of completion, each typically over 100m USD and occasionally in excess of 1b USD.

The annual revenue that Ralph has been responsible for has exceeded 1b USD since 1991.

Over thirty years of experience in all aspects of Planning, Architecture, Civil, and Building Engineering design and construction with an emphasis on technical, financial, and production aspects. Served as Operations Manager then Director responsible for delivery of multiple large projects in numerous domestic and international locations in a corporate leadership capacity for the past 24 years.

Specific areas of expertise include Program, Project and Construction Management primarily at risk, as General Contractor or as Design Builder. Responsibilities include financial P/L, business administration, business development, risk assessment, contracts negotiation, procurement compliance, subcontracts, operational oversight of design and construction. Recognized strengths include technical competence, team building, staff development, cost management, effective productivity strategies, stakeholder consensus and client relations.

Experience includes major heavy civil and infrastructure programs and projects in thirteen states and two dozen countries throughout Eastern Europe, Middle East and North Africa, Sub-Saharan Africa, Asia, Mexico, Central and South America. Responsible for several project site operations simultaneously at any given point in time numbering in the hundreds of personnel that typically include project management, financial controls, procurement, contracting and compliance, engineering, subcontractors, and business administration.

Provides strategic and tactical initiatives to reduce risk, enhance schedules, and increase financial performance, beginning with terms and conditions of primary contracts. Configures financial and schedule resource controls systems, work breakdown levels and schedules of values, analyze performance reports and conducts monthly status meetings with positive input and decisive leadership. Strong commitment to staff, promotes individual success and a cohesive organization. International mobilizations involve tax strategies, insurances, currencies and payment terms to minimize direct and indirect liabilities.

In-depth understanding of traditional delivery mechanisms such as Design-Bid-Build or EPC and a broad range of alternative delivery methods such as Design-Build, CM at Risk, as Owner’s Agent, BOT, PPP models and hybrid agreements. Able to identify risk associated with differing delivery arrangements to ensure design engineering, construction, and accountability fundamentals are applied throughout primary agreements and sub-contracts. Earns client trust, facilitates cooperative decision making, and manages relationships. Engages clients to take ownership in processes, and to facilitate tangible progress.

EDUCATION

University of Texas at Austin -School of Architecture

Professional Bachelor of Architecture 1984.

PROFESSIONAL MEMBERSHIP

American Institute of Architects (AIA)

Texas Society of Architects (TSA)

America Society of Military Engineers (SAME)

LICENSES

National Council of Architectural Review Boards (NCARB) – Certificate # 42,092

Architect State of Texas – 13370

EXPERIENCE AND BACKGROUND

Jacobs Engineering International 2018 – Present

Executive Program Director

Serves as senior director for Public Investment Fund (PIF) real estate development in the Kingdom of Saudi Arabia through the Jacobs Joint Venture with Saudi Aramco and PIF. While assisting with overall JV response to PIF priorities, current focus is on development of multiple new townships in the five major regions of the Kingdom. The new townships are on greenfield sites ranging from a few square kilometers to larger parcels of 60-80 square kilometers, to include a broad range of residential typologies, commercial and retail centers, religious and recreational, entertainment and recreational as well as social and community services facilities.

Major primary infrastructure includes development on a national scale such as several new bulk grid power substations, scores of primary power substations, new bulk water storage and transmission lines, scores of major waste water treatment plants, transportation development to include major primary arterial expansions and new construction of roads, bridges and interchanges. Townships focus on lifestyle, healthy and vibrant communities with a high level of outdoor and park area.

Responsibilities include:

• Assist in establishing a new corporate holding company fully supported by PIF

• Assist in establishing township operating companies

• Establish company policies and procedures compliant with PIF standards

• Overall delivery strategies considering supply chain capacities

• Coordination of Joint Venture partners

• Oversee massive procurement and commercial efforts locally, regionally and globally

• Assist in development of feasibility studies, business plans and cash flow projections

• Produce analytical long range productivity, cost, supply chain and market forecasts

• Direct technical departments; master planning, architecture and engineering disciplines

• Direct construction management; civil, infrastructure, residential and non-residential

• Prepare material for PIF Board of Directors

• Prepare and present delivery alternatives and recommendations

• Analyze alternative delivery methods, Public Private Partnerships (PPP)

• Develop and maintain executive level relationships with consultants and contractors

• Coordinate with stakeholders and authorities having jurisdiction

• Lead development of, and enhance program wide Work Breakdown Structure (WBS)

• Lead development of operating budget, review and documentation of revisions

• Selection and onboarding of staff, performance reviews and documentation

• Proactive lookahead forecasts to correct sequences and mitigate risks

• Lead in identifying, monitoring and mitigating delivery risks

• Initiate data management systems requirements and routines

• Analysis of progress reporting and proactive measures to enhance or correct

• Coordinate multiple resources toward tangible, physical progress

• Analysis of debt and equity trends and forecasts, ranging and leveling

• Analysis and recommendations regarding manpower, material and equipment logistics

• Lead mentoring and knowledge transfer to maximize Saudi National participation

• Ultimate responsibility for health, safety and welfare across the program

• Provide consistent and leveled leadership within situational complexities

• Work to motivate a large multinational business and management team for efficient productivity

• Ensure cohesiveness among human capital and comradery

• Provide executive level reporting and close communications with Chief Executive Officer

AECOM 2008 – 2018

Senior Director

Focused on large infrastructure programs and projects, many for governments outside the US within AECOM’s Global Programs or Special Projects group. Typical services manage design and construction on behalf of the Host Government and assume the role of Owner in many cases. One example is the $50+B infrastructure program in Libya that included more than 150 major projects; planning, roads, bridges, water and water plants and large housing developments; involved design, construction, procurement management and a robust knowledge transfer component.

Developed similar national programs for Pakistan, Mexico, Turkey, Northern Iraq, Poland, Romania, Nigeria, Ghana and other countries in a business development capacity since joining AECOM. These are large Government Programs primarily in developing countries serving multiple client agencies and ministries such as transportation, planning and development, power, and housing on a national scale.

Multidiscipline priorities require crossover coordination among numerous business lines, and involve several types of traditional and alternative delivery methods. Typical responsibilities include:

• Economic outlook and analysis of core market (governments and infrastructure)

• Develop and maintain business relationships with key political decision makers

• Lead business development pursuits, satisfy C10 and go-no go approvals

• Manage cross sector, intra-company resources to satisfy technical requirements

• Identify local delivery partners, develop Agreements

• Develop prime contract scope of services and compensation terms

• Negotiate prime contracts, subcontracts, and sub-consultant agreements

• Coordinate and manage multinational project and program teams

• Ensure compliance with disclosure measures, FCPA, and Corporate Delegations of Authority

• Executive level presentations, generally Cabinet Ministries

• Develop cost/benefit profiles, ranging, probabilities

• Establish base line budgets and controls systems

• Determine key performance criteria and indicators

• Application of standard operating procedures

• Develop Program staff organizations

• Ensure readiness for deployment and operational logistics

• Provide a motivated work environment for program and project organizations

• Instill cost and schedule fundamentals in use of management technologies

• Establish reporting criteria and routines

• Monitor and manage delivery performance, client relationships, budgets, schedule analysis, risk mitigation, analyze trends and approve projections

• Take corrective actions regarding personnel, material, and equipment resources

• Determine contingencies, and approve compliant use of contingencies to maximize financial positions

• Responsible for change management and Claims management

• Responsible for Quality, Safety, and Environmental programs

• Coordinate legal requirements; agreements, tax liabilities, insurances, banking

• Public/Private participation opportunities in infrastructure, sell side and buy side

• Knowledge of active investment funds; geographically, and by sector

• Extensive international travel

Brown & Root (Kellogg Brown & Root, currently KBR) 1990 – 2008

KBR Government Services (Global), Operations Manager 1993 – 2008

Managed operations for the (non-LogCAP) infrastructure component of KBR Services outside the Petrochemical business lines for the entire organization, focused on large infrastructure programs worldwide. Examples include water plants, waste water treatment plants, correctional facilities, roads, bridges, airports and sea ports. One example is a GSA program (approx $600M) for US Courts and IRS in New Orleans, LA. Remodel, upgrade, fit out and move logistics of more than a half million square feet in four facilities that won two GSA excellence awards in recognition of performance. Another example of programs from this time is:

New US Embassy Compound Program ($800M+) Design/Build contracts for the US State Department. Overseas Building Operations began with upgrades to numerous embassies and two new compounds. The first was in Kabul, Afghanistan, the largest US Embassy constructed to that date, and completed with the New Embassy Compound in Skopje, Macedonia. Each of the new embassies was a self-sustaining development including:

• New Office Buildings (NOB); site adaption of stringent standards

• Housing; Marine Guard, family housing in Kabul

• Warehouses; secure and non-secure

• Consulate Building; visitor’s center, diplomatic services centers

• Secure facilities; mass foundations, blast proof concrete structures, electronic security measures

• Internal Roads; sidewalks, landscaping, site lighting

• Standalone utilities; electrical generation, mechanical plant, water production, waste water treatment, storm water collection, fire water loops

• Communications towers

Brown & Root Logistics Civil Augmentation Program (LogCAP), Planner 1993 – 1997

While Operations Manager for KBR Services, he was the first Engineering Planner identified for the US Department of Defense’s first LogCAP Program where he served in the core team of 12. Established camp configurations, construction methods, and service standards still being employed today in theatres of operation around the world.

Managing operations of several hundred project personnel in scores of countries, wrote highly classified contingency plans to support US, UN and Joint Forces for the defense of South Korea, the Panama Canal, Haiti reconstruction, Columbia drug interdiction, Rwanda and Uganda humanitarian relief, Somalia and Bosnia. Led the execution of those plans in Haiti, Rwanda, Uganda, Somalia and Bosnia. The Program continues today as LogCAP V, and has grown by several billion dollars in value over the years, employing literally tens of thousands around the world.

Planning and execution included all sectors of infrastructure design and construction, many in hostile or austere environments; Water production, power generation and distribution, roadway, airports, sea ports, communications, housing, hospitals, clinics, police stations, material distribution centers, military command facilities and logistics surrounding movement of personnel, material and life support supply.

Brown & Root Building Company, Operations Manager 1992 – 1993

Global resources and practice formalized after acquisition of a major construction firm. Staffing resources increased by several hundred as international work continued and domestic backlog increased dramatically. Examples of programs during this period include:

• Embarked on a program of correctional facilities in every East Coast State from Florida to Pennsylvania. By the time the last was completed in 2005, Brown & Root, or later KBR had completed more prisons (21) in the eastern US than any other single firm. These were CM at Risk contracts, where design firms were assigned to the scope- performed as Design Builder in essence. Classifications ranged from Medium to Maximum Security. Typical amenities included Administration areas, Segregation facilities, men/women housing units, control centers, maintenance facilities and rigorous life safety, physical and electronic security measures. Early examples include Red Onion Mountain Maximum Security Unit in Virginia (2,500 pop;) which won numerous awards both for design and construction techniques. (over $1B)

• Coral Gables Water and Waste Water Program. A multi-year, regional waste water collection infrastructure program and four associated treatment plants (over $1B). Over 300 Program staff, over 100 subcontracts, and several hundred local contractors and suppliers involved. Program included a highly successful Community Outreach Program that received several awards. This was a pure Program Management contract.

• Hobby Airport New Terminal and Runway Extension Program. ($600M) New Terminal and 29 Gates, people movers, jet-ways, taxiways and runway extension. Extensive interface between aviation authority, major airlines and FAA. Program staff of 50, construction forces several hundred, approximately 25 primary subcontracts. Initiated a ROSIP program that resulted in several million dollars savings to the Client under a shared savings agreement. PMCM contract.

Brown & Root International, Area Manager 1991 – 1992

Responsible for design and construction of buildings worldwide for all Divisions of Brown & Root. Downsized previous A/E department to produce design documents for domestic projects only. Established international teams for design of projects outside the US. Developed a core bench of international construction expertise numbering several hundred that included contracts and procurement, financial controls, schedule resources, trade disciplines and building type specialization. Examples of programs completed during this time include:

• New Hoffmann- La Roche R&D Pilot plant near Florence, South Carolina (approx $1B). Eight primary buildings included Administrative Offices, Laboratories, Pilot, Test and Launch facilities, visitors’ center, warehouses, power plant, and automated retrieval systems. Very complex program of requirements, especially piping and underground utilities, heat chambers, glass vessels, power and mechanical demand, and stringent QA/QC constraints. Management staff of around 200 and subcontracted construction force over 3,000 daily at peeks. Approximately 50 primary subcontracts. Design Build contract.

• Four New Towns for Saudi Arabian Royal Air Force (over $1B). Total population approximately 50,000. Designed to Western standards as well as Muslim. Complete townships on Greenfield sites. Led fast track design based in Jeddah consisting of over 2,000 engineers, architects and production staff allowed site work to begin on the first within 30 days, concrete foundations beginning in 90 days. Construction forces exceeded 10,000. Amenities included:

• Ring, and internal roads; primary, secondary, intersections, grade changes

• Electricity generation plant and distribution

• Water production and distribution

• Waste Water collection and treatment; included grey water irrigation

• Storm Water management; Fire Water Loop

• Municipal Buildings: Administration, Fire Department, Police Department, etc.

• Housing, churches, mosques, schools K-12

• Recreation Facilities; bowling alley, playing fields, gymnasium, etc.

Brown & Root Architecture, Department Manager 1990 – 1991

Full service commercial A&E department. Business development, contracts negotiation, cost estimates, team assembly, project controls, management of architectural and engineering production, responsible to VP Heavy Civil Division for P&L. Assisted in acquisition of four A&E firms and a major general construction company. Staff included architectural designers, production staff, and complete caveat of civil, structural, mechanical, electrical and plumbing engineers totaling nearly 200 including support staff. (over $1B annual construction value) Examples of Projects include:

• New Federal Express distribution center at DFW airport ($46m)

• City of Romulus, MI Public Works Facilities ($100m)

• New Franklin County Sherriff’s Department and Jail in Mt. Vernon, Texas ($64m)

• Maxus Ecuador Facilities, country wide (approx $200M)

Buckley Associates 1988 – 1990

Georgia’s largest A/E firm at the time. Responsible for two of four offices and approximately 50% of revenue (approx. $20m annual). Management of design and construction phase staff over 100. Projects included banks, courthouses, University facilities and literally dozens of new schools, K-12. Fast paced design and production techniques included onsite charettes and highly efficient CADD standards. (over $200M construction value annually)

New US Naval Homeport, Ingleside, Texas 1987 – 1988

Responsible for coordination between civil engineering (Goldston Engineering) and architectural (Page, Southerland, Page) design on a Greenfield development of approximately 1,500 acres. Development included 23 buildings, roads, utilities, administrative offices, munitions storage facilities, fire department, single and family housing, recreational facilities, and expansive double level dock and pier for a carrier and 12 battle group ships. NAVFAC standards strictly enforced and extensive QA document control. (approx. $1B)

Texas Instruments Facilities Division 1985 – 1987

Project Manager responsible for Design and Construction Management during an aggressive facilities expansion program; computer chip manufacturing for missile guidance systems. These were very large plants with complete amenities including high end office space, clean rooms, open bay assembly areas, seismic and blast proof structures and heavy mechanical requirements. By the end of the Program, was responsible for nearly eight square miles of building under roof. (over $1B)

• Dallas, Texas

• Denton, Texas

• Louisville, Texas

• McKinney, Texas

• Austin, Texas

• Houston, Texas

• Nice, France

• Brasilia, Brazil

• Tokyo, Japan

Brown & Root Property Development Department 1984 – 1985

Project Manager responsible for new commercial developments on approximately 3,000 acres west of Houston as Beltway 8 was completed in the Alief area. Developed market analysis, feasibility studies, master plans, marketing to corporate tenants, lease agreements, design and construction standards, coordination with authorities having jurisdiction, utility capacities and land planning. The area continues to serve as the home of several major corporations located in Houston with Class A and B facilities ranging from 8 to 30-stories.

Brown & Root Power and Heavy Civil Divisions 1978 – 1983

Six Summer Internships while in University; three in construction and three in civil, and structural design.

Responsible for the following list of representative aspects surrounding infrastructure projects and programs, from inception to turn over and close out, in the role of Operations Manager, Director of Operations or Senior Director. Responsible for multiple Project Managers reporting at any given time. Reporting directly to the Senior Vice Presidents, Chief Executives, or Executive Management Team (consisting of a combination of business unit executive, corporate legal, financial, and compliance oversight) for the last 16 years in KBR and 10 years with AECOM. Major risks in man power and material more highly scrutinized as builder, but also measured as part of PM or CM agency routines.

Various prime delivery contract models employed:

· Design-Bid-Build, as GC

· Design Build, as builder

· CM at Risk, as builder

· Guaranteed Maximum Price (GMP)

· Program Manager & CM Owner’s Agent

· Multi-Prime, as GC

· Program Management at Risk

· EPC (Engineering/Procurement/Construction)

· Turn Key Lease Back (commercial)

· Build, Operate, Transfer (public)

· Public Private Partnership (bonded)

· Hybrid contract structures

Financial terms have also varied among completed contracts:

· Lump Sum (against Schedule of Values)

· Fee Based (monthly fixed)

· Cost Plus (open book)

· Not to Exceed (audited Cost of Work)

· General Conditions (open or not)

· Award Fee

· Shared Savings

· Contract Milestones

Business Strategy

· Identify Opportunities, market sectors and targets of opportunity

· Annual Business Plan, Market Sector Development

· Rank Opportunities, Risk and Opportunity analysis

· Client development and relationship building

· Manage Bonding capacity and segment allocations of parent company credit capacity (for segment)

Proposal

· C10 Process, Go-No Go responsibility, proposal budgets

· ROI and EBITA plan management

· Build management team

· Structure Work Breakdown Schedules

· Structure Schedules of Values

Procurement

· Teaming, strengths and weaknesses, relationship with many GC’s and major Subcontractors

· Scoping, coordination among multiple trade and work packages, efficiencies in avoiding overlap

· Estimating, bid preparation, and avoiding scope gap between subcontracted work

· Contingencies, managing contingencies between risk and savings

· Tax Strategies, Insurance strategies

· Structure pass-through obligations, or back to back risk

· Prequalify consultants, subcontractors, vendors

· Validate Budget Estimates, price locks, De-scope subcontractors

· Consultants, subcontractors, vendor selections and awards

Contracts

· Prime Contracts, Sub-contracts negotiation, documentation, orientation and kickoff

· General Terms and Conditions, Structure General Conditions, Cost of Work, Special Conditions

· Corporate Compliance policies

· Client Roles and Responsibilities

· Invoicing and payment terms to maximize performance

· Master Schedule, monthly updates and weekly coordination schedules, data requirements

Delivery

· Determine organization structure and areas of responsibility for staffs

· Mobilizations, personnel assignments, office space, housing and life support 

· Physical, and Financial progress, look ahead based on trends, risk and opportunity

· Labor, non-labor and subcontracts budgets, ledgers

· Schedule resources, resource phasing, critical path activity

· Labor burden, fringe and corporate allocations

· Cash flow projections, internally and clients’ capital improvement plans

· Budget Revisions, monthly budget reviews, documentation and reporting

· Change Management and variance controls documentation

· Earned, unearned, billed and unbilled revenue analysis, consolidated reports

· Audits, Delegations of Authority, validate Project Management Plans

· Subcontractor/Supplier conformance to insurance and bond requirements

Risk Management

· Payment/funding

· Insurances, pass-throughs, Builders Risk, owners’ policies

· Service liabilities, Performance/Payment Bonds, Parent Company Letters of Credit

· Services, supplies and material escalations

· Currency hedging

· Long lead material/equipment

· Schedule resources

· Negative and opportunity risk registers, ranging probability

· Risk Mitigation programs

Reporting

· Weekly Coordination Meetings: Action Item Log, Site activity coordination

· Monthly Progress Reports: Prior Period actual, Next Period projection, cost, schedule constraints

· Quarterly Profit/Loss Reporting: Income reporting, allocations, variances, disclose major risks

· Outside Audits, Disclosure Statements, SEC Statements approval

People

· Facilitate each individual’s performance through consummate respect

· Promote comradery that leads to cohesive operations

· Motivate to be proactive and cross-capable

· Atmosphere of open communications

· Annual Reviews, periodic performance reviews