I've spent thirty years in project controls on the kind of programs where a single week of slip costs more than most consulting engagements.

I started in the field — expediting, field engineering, and scheduling at Fluor and Cajun Constructors — and worked up to running controls on some of the largest industrial programs in the country. A $7 billion semiconductor wafer fab in Chandler, where I owned a schedule of more than 100,000 activities. A $2.9 billion fab expansion in Roseville, where I designed the change-control system that bridged the contractor's process with the owner's SAP, Procore, and Autodesk environment. An emergency refinery crude-unit rebuild sequenced across 150,000+ activities under a hard return-to-service deadline. Fifteen segments of high-voltage transmission through some of California's most difficult terrain.

Along the way I've done what most schedulers never get to do: build the tools. I've served as solutions architect on a proprietary schedule-integration and reporting platform, standardized cost and resource loading across an entire division, and written the Primavera P6 training program that brought a global engineering group up to standard.

Whitehawk Ventures exists because I kept seeing the same thing on every program: the schedule already knew. Months before anyone admitted a project was late, the logic, the float, and the constraints were telling the story — and nobody was reading them. Owners committing billions deserve someone who has actually built these schedules, not a generalist who has only reviewed them.