Daniel Guertin

Experience

• 

  Invensys - Acquired by Schneider Electric

  Sept 1997 - May 2013

  • Direct multi-disciplinary teams for project ($175MM+) to provide a full scope Digital Control Systems to Nuclear Power Plants in China.• Schedule and financial optimization with multiple stakeholders (international sub-suppliers, international customer and multiple internal disciplines, multi-locations).• Creation of new departments (PM, Engineering, Project Controls, Change & Configuration Management) to support new Nuclear BU development• Creation of BU-level Change Management initiative for Program change evaluation and Gross Margin Recovery.• Provide regular updates to "C-Level" on project/account status and performance. Show less • Managed business unit top revenue-generating projects.• Oversee all aspects of operations, budgeting and scheduling for project • Led team of multi-disciplinary professional engineers• Generate forecast and monitor financial performance of project• Partner with sale teams in preparing bid tenders, delivering product presentations and formulating sales / negotiation strategy• Member of international team for global continuous improvement, standardization and knowledge management initiatives Show less

  • Project Director

    Feb 2011 - May 2013

  • Senior Project Lead Engineer

    Jul 2006 - Feb 2011

  • Project Lead Engineer

    Jul 2000 - Jul 2006

  • Application Engineer

    Sept 1997 - Jun 2000
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  Yokogawa

  Jun 2013 - now

  Program Director

  Project Execution & Delivery:• Direct execution of organization’s largest and/or high risk projects/programs to provide Control Systems and Analytical Systems. • Programs, with value of $200M+, include multiple stakeholders (sub-suppliers, international customer and internal disciplines).• Direction of strategic international programs (internal and customer-facing)• Direct and Manage large post-award contractual negotiation• Reporting project to C-Level stakeholdersBusiness Development/Pursuit:Lead execution of strategic proposals• Preparation of strategic project execution methodology• Proposal approval for project management, engineering & risks portions • Represent organization’s project delivery department to CustomerBusiness Transformation:Initiation transformation of Manufacturing Business Unit through:• Establishment of KPI to measure manufacturing efficiency• Creation of Lean department supporting Kaizen initiatives• Creation & implementation of rolling 3 years STRAP • Manufacturing Project management review & standardization• Review of Manufacturing Major Capital projectsProject Management Office (PMO)Responsible for implementing and improving North American project management practices to meet global capital efficiency metrics• Created department for improvement of PMO efficiency• Directed adaptation of global PM processes & procedures to US-based organization• Represent North American organization in the development of Global Project Execution and Management framework• Directed Robotic Process Automation (RPA) projects in North America Show less