SUMMARY An Executive Manager with over twenty-five years experience in the worldwide EPCI onshore fabrication and offshore oilfield construction industry. Goal-driven and adaptable with strong interpersonal, leadership and intercultural communication skills. A degreed Ocean Engineer focusing on international assignments and proactive utilization of cultural knowledge. Foundations in the principles of integrated Project Management requirements and business development for initiating and executing through completion of world-class EPCI construction contracts. Cognizant and accountable of the required business dynamics encountered in both the US domestic and international projects environments. Mermaid Offshore Services-Thailand (MOS) and Mermaid Drilling The Directors of DULAM International required an experience executive officer to lead the effort to streamline the company and take it to the next level of EPCI contracting. DULAM operates four offshore diving support vessels, three of which are DP2, saturation systems and ROVs. The company was established in the 1970's and had created a successful niche business in the GCC and neighboring areas, however efforts to penetrate other international markets and larger value EPIC contracts was the strategic intent. The desire to grow from traditional subsea inspection, repair and maintenance (IRM) into a larger international EPCI contractor was the driving force to the Directors to create a new position for a CEO to provide leadership, professional standards, robust safety culture and create stronger bonds with existing and new Clients. As CEO, the company structure was realigned and role assignments made group managers responsible for their teams' productivity, objectives, safety and overall morale. A new HSE behavioral based culture system was established, implemented and was well received by the Clients, and included for a close-out format with top management accountability. Incident rates dropped and offshore crew actively participated in conjunction with Client representatives. The Internal Management System was revitalized, with team management accountability assigned. The DULAM business development management was not able to accurately project the market variables and effectively capture the smaller EPCI projects, and at the end of 2014, the company reverted to maintain it's traditional IRM scope with lower margins. With enhanced market recognition of DULAM, the company operating management structure reorganization, line management leadership responsibilities established, communication protocols stabilized and the new safety culture successfully created and operating effectively, the Directors retired the CEO role with confidence in the groundwork laid for moving the company forward in a more professional manner. 1 Bruce M. Gemmell Page 1 Ltd. (MDL) with the prime

Highlights:

• Leadership
• Management
• Procurement
• Project Management
• Construction
• Consulting
• Business Development
• Offshore
• Accounting
• Bonds