• Professional Project/Program Manager with substantial results oriented experience. High premium placed on defining goals, developing executable plans and managing performance to achieve stated goals. Focus on clearly defining goals and achieving them. • Direct broad based experience in: • Nuclear power generation project management • Independent power project development and acquisitions; • Investment and management of corporate funds in projects; • Shipbuilding program management; and • Interested in nuclear power project management and power generation project development, acquisitions, and divestitures. • Certified Project Management Professional with an MBA from Vanderbilt University with focused training on deal structuring, proposal management, financial modeling, project financing, contract negotiation, project management during construction and asset management of operating power projects. Interested in generating deal flow, developing and acquiring projects, and maximizing project portfolio value. • Broad based familiarity with power generation technologies including nuclear, coal, wind, hydro, solar, biomass, solid waste, cogeneration, natural gas, combined cycle, geothermal, pyrolysis and fuel derived from various waste/byproduct streams. Always interested in all currently available and emerging power generation projects with profit potential. Specialties:Project/Program Management Vendor/subcontractor performance management Financial Modeling Negotiating Acquisitions Risk Management

Sr Program Coordinator @ Manage vendor performance turnarounds of poorly performing vendors. From December 2011 to Present (3 years 11 months) Mobile, ALRisk Manager – Government Programs @ Projects: Littoral Combat Ship (LCS) and Joint High Speed Vessel (JHSV) ship construction • Direct Risk for 2 Navy ship design/build prorgams of 10 ships each • Manage team member performance of work scope as required by the contract and changes by clearly defining requirements, establishing and using meaningful metrics, including EVMS to measure progress, manage customer expectations and satisfying contract exit criteria. • Review assigned scope, provided estimates for changes, negotiated budgets, scope change budgets and managed performance against budget and contract including contract changes. • Major Subcontractor/Vendor Performance Management Results: Improved vendor performance by developing achievable plans/schedules by paralleling activity sequences and allocating resources based on resource availability, overall cross project needs and realistic resource requirements by all projects. Plans/schedules included flexibility by incorporating alternate activity sequencing to maintain schedule. Quantitative measurable metrics were used to status projects weekly and to assess/provide status against project milestones and intermediate milestones. Delinquencies were identified and alternate plans/schedules were implemented and/or developed as required. Schedule slip was not allowed unless requested by executive managers due to overall project delays. • Risk Manager all hulls under construction Results: Project, Environmental and Safety risks both internally and with the major subcontractor on the project. Managed overall risk program and Risk Review Board. Reviewed risks submitted by others and assisted in development of risks together with risk mitigation plans and metrics for measuring progress. From June 2010 to Present (5 years 5 months) Mobile, ALMaterial Manager & Lead Systems Engineer @ Material Manager Insured that all material for Navy Ship construction project was delivered as contracted and develop work arounds to address unplanned material issues. Managed vendor performance to compliance with design, material specs, budget, contract, and schedules to support purchase orders and changes after negotiating performance recovery plans/schedules for work scope that had been managed by others. Managed internal engineering support to support material purchasing and to resolve material interfaces material related issues between engineers and construction managers. Prepared and managed budgets, procedures and plans/schedules. Lead System Engineer Cost Account Manager for about $3 million over 3 years. Managed a team of about 30 engineer’s to develop software requirements and system interface design. Negotiated and managed work scope, budgets, plans/schedules and performance metrics. Aligned segment and subordinate Element plan/schedules with the Integrated Master Schedule. Directed risk identification and financial, schedule and performance impacts of mitigation plans. Coordinate team participation in major program events; IBR, System Requirements Review, PDR, Life Cycle Design Review, Drawing Board Reviews, Critical Design Review (CDR). From 2003 to 2010 (7 years) Project Engineer (Contract) @ Project: Simple Cycle gas turbine generator power plants – Brazil Managed international gas turbine projects by working extensively with in house engineers to resolve technical issues raised by customer’s engineers and assuring adequacy and timeliness of engineering solutions as well as managing communication between in-house engineers and customer engineers From April 2000 to June 2000 (3 months) Orlando, FLFinancial Analyst @ Project: Brooksville Independent Power Project- $150 Million 133 MW Coal Fired Power Generation Project • Created complex financial models of potential capital projects and potential corporate acquisitions. projects included corporate recourse and non-recourse project funding scenarios enhanced with put or pay fuel and take and pay power purchase agreements. • Verify/correct/amplify financial models created by others to support executive decisions. From February 1999 to February 2000 (1 year 1 month) Leesburg, FLProject Director (Consultant) @ Project: Shengli Coal Fired Power Generation Project • Assess viability of an $800 million 1,000 MW coal fired Power Generation project in China. Worked with a partner international engineer/procure/construction company, international investment banking and a Hong Kong based IPP developer partners to asses project feasibility on behalf of my sponsoring partner. Worked with in-house attorney on contract documents From May 1994 to June 1994 (2 months) Hong KongProgram Manager (Contract) @ • Projects: • Advanced Boiling Water Reactor (ABWR) Project • Simplified Boiling Water Reactor (SBWR) Project • Co-managed 150 engineers for 2 x $99 Million FOAKE ABWR and SBWR engineering proposals managing engineer’s responses to issues via direct interface and through functional Leads. Also managed both Bechtel Power subcontract performance and subcontract and Black and Veatch subcontract performance. • Managed the design activity plan for the SBWR nuclear reactor vessel • Interviewed, hired and managed direct reports From July 1992 to December 1993 (1 year 6 months) San Jose, CATurnaround Project Manager (Consultant) @ Project: MethChem Methanol Project - $33 Million methanol production • Substantially negotiated restructure of troubled subsidiary (MethChem) by locating and negotiating non-recourse debt financing, construction completion enhanced with efficacy insurance for the troubled parent company (HydroChem) on the MethChem project, construction completion, fuel supply put or pay, methanol take and pay methanol purchase agreements. • Created complex financial models, wrote and negotiated contracts. From February 1991 to June 1991 (5 months) Holly Springs, GAProject Manager @ Projects: • Independent Power Producer Acquisition Program • Ladysmith 50% Partnership in a 12 MW biomass fired cogeneration power plant • Located, negotiated ownership structure, invested company funds and managed the company’s 50% interest in a 15 MW biomass (waste wood) fired cogeneration independent power project. • Generate Independent Power Producer Project deal flow – Coal, natural gas (simple and combined cycle) biomass, municipal/commercial solid waste, hydro, solar and wind technologies. Evaluated Independent Power Project contracts, create complex financial models (expert skill level in financial modeling) and negotiate with developers, fuel suppliers, construction companies, investment bankers, IPP unique insurance providers to assess Independent Power Project viability. • Recommended investment of corporate funds in Independent Power Project, coal mining equipment and coal barges. From September 1985 to July 1990 (4 years 11 months) Brentwood, TNBusiness Developer, Proposal Manager and Project Administrator @ • Business Developer • Projects: • Gas Alternative Systems Cogeneration Project - $139 Million 150 MW turnkey design build, operate & maintain Cogeneration Gas fired plant, $200 Million O&M and $20 Million spare parts • Land O Lakes Cogeneration Project - $14 Million 12 MW biomass fired cogenerations plant • District Heating Systems - 3 separate $0.5 Million small district heating • Worked with Developers, Investment Bankers, Construction Companies, Fuel Supplier’s and Power Companies to structure and provide turn-key cogeneration power production projects. Screened new gas and steam turbine based Independent Power Producer/Cogeneration projects. Reviewed and negotiated non-recourse project financing terms including in-house credit enhancement via performance guarantees as well as evaluate projects and recommend investment of corporate funds in Independent Power Projects. Managed in-house domestic and international engineers to resolve technical issues . • Proposal Manager • $3 Million to $45 Million 5 - 50 MW steam, gas and combined cycle turbine proposals, . • Managed proposal documentation team. • Project Administrator • Projects: • Hartsville Nuclear Power Plants – 4 x 1350 MW steam turbine generators project. • Phipps Bend Nuclear Power Plants – 2 x 1350 MW steam turbine generators project. • Bellefonte Nuclear Power Plants - 2 x 1350 MW steam turbine generators project • Managed $550 Million 8 x 1350 MW Hartsville, Phipps Bend and Bellefonte Nuclear turbine generators • Managed and assured timely performance of in-house local and overseas (including 6 months in Switzerland) engineering responses to complex turbine related issues. Worked extensively with TVA's (customer utility) engineering managers to resolve turbine generator design issues. Calculated and issued invoices • Negotiated closure of difficult open contract issues with the customer. From January 1981 to September 1985 (4 years 9 months) North Brunswick, NJPlanner/Scheduler @ Project: Clinton Nuclear Power Plant – 900 MW Nuclear power generation plant Planned and scheduled nuclear power plant construction activities. From November 1979 to December 1981 (2 years 2 months) Clinton, Illinois

MBA, Management @ Vanderbilt University From 1986 to 1988 MBA, Management @ Vanderbilt University - Owen Graduate School of Management From 1986 to 1988 BS, Business Management @ State University of New York at Albany Royal B. Newman Jr. PMP is skilled in: International Project..., Program Management, Certified Project..., Subcontracting, Performance Management, Project Portfolio..., Defense Industry, Shipbuilding, Power Generation, Acquisitions, Company Acquisitions, Financial Modeling, Financial Analysis, Project Finance, Negotiation, Contract Negotiation, Project Planning, Project Execution, Risk Management, Asset Managment, Proposal Management, Systems Engineering, Requirements Management, System Requirements, Independent Thinker, Project Management, Safety Management..., Proposal Writing, Engineering, Security Clearance, Defence, Management, Analysis, Training, Asset Management, Free Thinking, Change Management, Earned Value Management, Process Scheduler, Budgets, Military, Contract Management, Software Documentation, Construction, Power Plants, MS Project, Process Improvement, Engineering Management, Procurement, Operations Management