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Jim Singleton

OMI Corp | Ship Manager

Work Experience

ExxonMobil
Chemical Schedule
April, 2001
  • - Managed ExxonMobil's chemical, lubericants and refined products movements between European and US Gulf refineries to internal and external customers in South and Central America. - Working through several contracts, scheduled ship movements to customer supply requirements with refinery schedules.""
  • - Managed ExxonMobil's chemical, lubericants and refined products movements between European and US Gulf refineries to internal and external customers in South and Central America. - Working through several contracts, scheduled ship movements to customer supply requirements with refinery schedules.""

General Maritime Management LLC
, MANAGER - Quality Management System / Demurrage Dept
May, 2009
  • MANAGER – Quality Management System (QMS) and C-TPAT Manager (2005 – SEPT 2012)  SUPERVISED company’s QMS and directed the development of the company’s disaster recovery (DR) plan.  DIRECTED annual exercises to test the DR plan’s resiliency.  MANAGED company’s Customs-Trade Partnership Against Terrorism (C-TPAT) program designed to ensure company’s fleet and two main offices (NYC and Lisbon) operate in full compliance with Dept of Homeland Security safety and anti-terrorism guidelines. MANAGER – Demurrage and Claims Dept. (December 2007 – 2009) DIRECTED demurrage reports from 4 Ship Operators to maximize size of claims on lost revenue to customers.  RECOVERED +$2.5 – 3.5 million annually in post-voyage contractual costs and expenses.""
  • MANAGER – Quality Management System (QMS) and C-TPAT Manager (2005 – SEPT 2012)  SUPERVISED company’s QMS and directed the development of the company’s disaster recovery (DR) plan.  DIRECTED annual exercises to test the DR plan’s resiliency.  MANAGED company’s Customs-Trade Partnership Against Terrorism (C-TPAT) program designed to ensure company’s fleet and two main offices (NYC and Lisbon) operate in full compliance with Dept of Homeland Security safety and anti-terrorism guidelines. MANAGER – Demurrage and Claims Dept. (December 2007 – 2009) DIRECTED demurrage reports from 4 Ship Operators to maximize size of claims on lost revenue to customers.  RECOVERED +$2.5 – 3.5 million annually in post-voyage contractual costs and expenses.""

General Maritime Management LLC
, MANAGER - Research & Analysis Dept / MANAGER - IT Dept (NYC & Lisbon Offices)
April, 2005
  • MANAGER Research & Analysis Dept. (2009 – SEPT 2012) Supervised a 3-person department tasked with monitoring corporate and fleet performance, comparing results to the market average and main competitors, then presenting this data in detailed technical papers and MS power point presentations for senior management.  +$1.5 MILLION IN QUARTERLY SAVINGS to GMC as direct result of department’s analysis reports;  AVOIDED FUTURE COSTS AND LOST BUSINESS OPPORTUNITIES by identifying critical ship under-performance short falls in speed and fuel consumption, allowing for the intervention of the company’s technical department to schedule maintenance and repairs in a timely and cost-efficient manner; MANAGER - Information Technology (IT) Dept. (2010 – SEPT 2012) Supervised two departments, one in New York (2 staff) and Lisbon, Portugal (4 staff), responsible for the daily IT and communications capability of the company, on shore and at sea. Personally generated annual budget requirements with the difficult task of maintaining and when possible, improving, IT capability, while keeping costs flat-lined.  THROUGH RIGOROUS CONTRACT NEGOTIATION / BIDDING was able to REDUCE ANNUAL IT COSTS ON AVERAGE of $35 - $50,000 yearly out of a half-million dollar IT budget, while improving communications capabilities. Thanks to innovations in new technology and increased competition was able to find sources of low cost internet access, improved telephone capability and replaced expensive dedicated video-conferencing technology with cloud-based video-comm systems.""
  • MANAGER Research & Analysis Dept. (2009 – SEPT 2012) Supervised a 3-person department tasked with monitoring corporate and fleet performance, comparing results to the market average and main competitors, then presenting this data in detailed technical papers and MS power point presentations for senior management.  +$1.5 MILLION IN QUARTERLY SAVINGS to GMC as direct result of department’s analysis reports;  AVOIDED FUTURE COSTS AND LOST BUSINESS OPPORTUNITIES by identifying critical ship under-performance short falls in speed and fuel consumption, allowing for the intervention of the company’s technical department to schedule maintenance and repairs in a timely and cost-efficient manner; MANAGER - Information Technology (IT) Dept. (2010 – SEPT 2012) Supervised two departments, one in New York (2 staff) and Lisbon, Portugal (4 staff), responsible for the daily IT and communications capability of the company, on shore and at sea. Personally generated annual budget requirements with the difficult task of maintaining and when possible, improving, IT capability, while keeping costs flat-lined.  THROUGH RIGOROUS CONTRACT NEGOTIATION / BIDDING was able to REDUCE ANNUAL IT COSTS ON AVERAGE of $35 - $50,000 yearly out of a half-million dollar IT budget, while improving communications capabilities. Thanks to innovations in new technology and increased competition was able to find sources of low cost internet access, improved telephone capability and replaced expensive dedicated video-conferencing technology with cloud-based video-comm systems.""

General Maritime Management LLC
, MANAGER - Research & Analysis Group; FLEET MANAGER - VLCC Fleet; MANAGER - IT Dept
April, 2005
  • Employer: General Maritime Corporation, 299 Park Ave, New York, NY 10171 Owner & operator of 38 oil tankers. Established in 1998. Annual revenue $255,015,000. Staff approximately 573. FLEET MANAGER - Very Large Crude Carrier (VLCC) Group (FEB – SEPT 2012) Directed the 24/7 operations of 11 oil tankers, valued at over $1 billion in assets and cargo. Reported directly to the Director of Commercial Operations. Ensured the safe and effective movement of my fleet by utilizing strict over-sight of ship fuel and speed performance, maintenance and supply schedules and coordination with charterers (major oil companies), cargo interests and ship’s Captain. Key tasks and accomplishments:  SUCCESSFUL AT HOLDING THE LINE OF DAILY OPERATIONAL COSTS in a depressed global market where VLCCs that were earning up to $240,000/day two years ago are now fortunate to earn $35-$40,000/day, with daily operational costs of $15-$20,000. Accomplished this through rigorous voyage planning with the ship Captain, analyzing engine performance, speed and fuel consumption, calculating when/where/how much fuel to purchase, when maintenance could be combined with other stops or delayed if possible.  RIGOROUSLY VETTED BIDS for services from agents, suppliers and fuel brokers for absolute minimum costs. Accomplished this by staying up-to-the minute on comparable costs around the globe and analyzing the competition.  NEGOTIATED BEST-PRICE CONTRACTS to hire armed security teams for my vessels transiting high-risk piracy areas ensuring a 100% safe transit record, with no injuries to crew, ship or cargo, despite several attacks.""
  • Employer: General Maritime Corporation, 299 Park Ave, New York, NY 10171 Owner & operator of 38 oil tankers. Established in 1998. Annual revenue $255,015,000. Staff approximately 573. FLEET MANAGER - Very Large Crude Carrier (VLCC) Group (FEB – SEPT 2012) Directed the 24/7 operations of 11 oil tankers, valued at over $1 billion in assets and cargo. Reported directly to the Director of Commercial Operations. Ensured the safe and effective movement of my fleet by utilizing strict over-sight of ship fuel and speed performance, maintenance and supply schedules and coordination with charterers (major oil companies), cargo interests and ship’s Captain. Key tasks and accomplishments:  SUCCESSFUL AT HOLDING THE LINE OF DAILY OPERATIONAL COSTS in a depressed global market where VLCCs that were earning up to $240,000/day two years ago are now fortunate to earn $35-$40,000/day, with daily operational costs of $15-$20,000. Accomplished this through rigorous voyage planning with the ship Captain, analyzing engine performance, speed and fuel consumption, calculating when/where/how much fuel to purchase, when maintenance could be combined with other stops or delayed if possible.  RIGOROUSLY VETTED BIDS for services from agents, suppliers and fuel brokers for absolute minimum costs. Accomplished this by staying up-to-the minute on comparable costs around the globe and analyzing the competition.  NEGOTIATED BEST-PRICE CONTRACTS to hire armed security teams for my vessels transiting high-risk piracy areas ensuring a 100% safe transit record, with no injuries to crew, ship or cargo, despite several attacks.""

Maritime Reporter & Engineering News
, Technical Editor
November, 2012
  • As Technical Editor for the Maritime Reporter magazine I was responsible for writing articles covering the latest developments in world wide maritime technology and engineering. Contacted engineering companies, shipyards and experts daily to verify data and ensure magazine content was relevant.""
  • As Technical Editor for the Maritime Reporter magazine I was responsible for writing articles covering the latest developments in world wide maritime technology and engineering. Contacted engineering companies, shipyards and experts daily to verify data and ensure magazine content was relevant.""

OMI Corp
, Ship Manager
November, 2012
  • Responsible for daily 24/7 mangement of 8 product tankers. Coordinated daily with ship's Master to determine ETAs, new cargo instructions, ship requirements such as fuel, stores, water, etc. * 24/7 Emergency Response Point-of-Contact for all 8 vessels. If call received from ship's Master identifying an emergency, it was my job to contact company management, the USCG and local authorities to initiate emergency response.""
  • Responsible for daily 24/7 mangement of 8 product tankers. Coordinated daily with ship's Master to determine ETAs, new cargo instructions, ship requirements such as fuel, stores, water, etc. * 24/7 Emergency Response Point-of-Contact for all 8 vessels. If call received from ship's Master identifying an emergency, it was my job to contact company management, the USCG and local authorities to initiate emergency response.""

OMI Marine Services
, Ship Team Manager
April, 1993
  • Ship Team Manager == - Responsible for 24/7 management of 8 product tankers trading across the Caribbean and from Venezuela to the U.S. - Prepard all post-voyage demurrage claims. - Arranged all agency agreements. - Acted as primary emergency spill response point-of-contact.""
  • Ship Team Manager == - Responsible for 24/7 management of 8 product tankers trading across the Caribbean and from Venezuela to the U.S. - Prepard all post-voyage demurrage claims. - Arranged all agency agreements. - Acted as primary emergency spill response point-of-contact.""

US Navy - Mobilized for 6 Months Active Duty
, Theater Airlift and Surface Retrograde Officer
September, 2011
  • CDR, US Navy Reserve MOBILZED to Active Duty: 2011 (August) – 2012 (February) Mobilized to U.S. Central Command Deployment & Distribution Operations Center (CDDOC), Kuwait & Iraq CDDOC staff officer for U.S. Forces – Iraq J4 (Logistics & Transportation), coordinating and planning intra-theater air lift and surface retrograde movement during the historic withdraw of 90,000 American military and civilians, and 2 million pieces of equipment across 500 bases from the theater inside the 31 DEC 2011 White House deadline.  PERSONALLY RESOLVED DEADLOCK between US Air Force and Dept of State (DoS) on how to provide C-130 tactical airlift support to DoS sites AFTER the US military had left Iraq. The USAF did NOT want to fly missions to lightly protected and staffed airfields without firm cargo and passenger (PAX) requirements already guaranteed. I devised a solution of a 45-day test window, during which the Air Force would fly 2-3 missions per week between DoS sites in Iraq without guaranteed requirements, instead accumulating data from the trail period to determine actual number of PAX and cargo moved. This plan was approved and signed off on by the US Ambassador to Iraq, Ambassador Jeffries, and his senior military advisor.  Under extreme pressure from General Officers at all times to speed up the withdrawal, was able to resolve airlift friction points caused by limited air resources and unplanned lift requirements.  Flew weekly from Anbar Provence to the US Embassy Baghdad to attend planning meetings with DoS, US Army and Air Force staff to resolve post-military withdraw airlift support to State Department personnel.""
  • CDR, US Navy Reserve MOBILZED to Active Duty: 2011 (August) – 2012 (February) Mobilized to U.S. Central Command Deployment & Distribution Operations Center (CDDOC), Kuwait & Iraq CDDOC staff officer for U.S. Forces – Iraq J4 (Logistics & Transportation), coordinating and planning intra-theater air lift and surface retrograde movement during the historic withdraw of 90,000 American military and civilians, and 2 million pieces of equipment across 500 bases from the theater inside the 31 DEC 2011 White House deadline.  PERSONALLY RESOLVED DEADLOCK between US Air Force and Dept of State (DoS) on how to provide C-130 tactical airlift support to DoS sites AFTER the US military had left Iraq. The USAF did NOT want to fly missions to lightly protected and staffed airfields without firm cargo and passenger (PAX) requirements already guaranteed. I devised a solution of a 45-day test window, during which the Air Force would fly 2-3 missions per week between DoS sites in Iraq without guaranteed requirements, instead accumulating data from the trail period to determine actual number of PAX and cargo moved. This plan was approved and signed off on by the US Ambassador to Iraq, Ambassador Jeffries, and his senior military advisor.  Under extreme pressure from General Officers at all times to speed up the withdrawal, was able to resolve airlift friction points caused by limited air resources and unplanned lift requirements.  Flew weekly from Anbar Provence to the US Embassy Baghdad to attend planning meetings with DoS, US Army and Air Force staff to resolve post-military withdraw airlift support to State Department personnel.""

US Navy Reserve
, Commander U.S. Navy Reserve / Executive Officer Military Sealift Command Expeditionary Port Unit 112
November, 2012
  • Ultimate responsibility for training and managing 20-25 Navy officers and enlisted personnel. * Supervise recruiting, training and assignments of all personnel; * Direct and provide oversight to career development, counseling and evaluation of all officers and enlisted members of the unit; * Design training plans and opportunities to ensure all unit personnel are fully qualified to go forward when required to provide port operations support to the Department of Defense.""
  • Ultimate responsibility for training and managing 20-25 Navy officers and enlisted personnel. * Supervise recruiting, training and assignments of all personnel; * Direct and provide oversight to career development, counseling and evaluation of all officers and enlisted members of the unit; * Design training plans and opportunities to ensure all unit personnel are fully qualified to go forward when required to provide port operations support to the Department of Defense.""

ExxonMobil Refining & Supply Company
, REFINERY SCHEDULER - Chemicals & Lubricants Group
April, 2001
  • SCHEDULER - Chemical & Lubricants Group (2003-2005) Supervised shipment schedules of XOM chemicals and lubricants from U.S. refineries to affiliates in Europe, México, Central & South America and the Caribbean. Coordinated closely with refineries and affiliates to ensure zero product storage costs through ‘just in time delivery.’ ? SAVED XOM +$1 million dollars annually through recommended transportation optimizations. ? RECOGNIZED FOR SUCCESS of ensuring all affiliates was able to satisfy all customer requirements. ? DELIVERED new solutions to management for reducing costs and optimizing refinery schedules by recommending new port and delivery schedules.

General Maritime Management
, FLEET MANAGER - Very Large Crude Carriers (VLCCs)
February, 2012
  • FLEET MANAGER - Very Large Crude Carrier (VLCC) Group (FEB – SEPT 2012) Directed the 24/7 operations of 11 VLCC oil tankers, valued at over $1 billion in assets and cargo. Key tasks and accomplishments: ? SUCCESSFULLY HELD THE LINE OF DAILY OPERATIONAL COSTS in a depressed global market where VLCCs that were earning up to $240,000/day two years ago are now earning $35-$40,000/day (with daily operational costs of $15-$20,000). Accomplished this through: rigorous voyage planning with the ship Captain and daily analysis of engine performance, speed and fuel consumption; calculating fuel purchase strategies; and optimizing ship’s port schedule for key maintenance, crew changes and supply deliveries. ? RIGOROUSLY VETTED BIDS from agents, suppliers and fuel brokers by staying updated on comparable service costs around the globe. ? NEGOTIATED BEST-PRICE CONTRACTS to hire armed security teams for my vessels transiting high-risk piracy areas ensuring a 100% safe transit record, with no injuries to crew, ship or cargo, despite several attacks.

General Maritime Management
, MANAGER - Research & Analysis Group
March, 2005
  • MANAGER Research & Analysis Dept. (2009 – SEPT 2012) Supervised a department tasked with monitoring corporate financial and fleet performance, then comparing the results to various markets and competitors. Prepared and presented detailed technical papers and power point presentations of data and analysis to senior management with options for future courses of action. ? +$1.5 MILLION IN QUARTERLY SAVINGS to GMC as direct result of department’s analysis reports; ? AVOIDED FUTURE COSTS AND LOST BUSINESS OPPORTUNITIES by identifying critical ship under-performance short falls in speed and fuel consumption, allowing for the intervention of the company’s technical department to schedule maintenance and repairs in a timely and cost-efficient manner;

General Maritime Mangement
, MANAGER - IT Department
April, 2009
  • MANAGER - Information Technology (IT) Dept. (2009 – SEPT 2012) Supervised two departments, one in New York and Lisbon, Portugal, responsible for the daily IT and communications capability of the company, on shore and at sea. Personally generated annual budget requirements with the difficult task of maintaining, and when possible, improving IT capabilities, while keeping costs flat-lined. ? THROUGH RIGOROUS CONTRACT NEGOTIATION + BIDDING was able to REDUCE ANNUAL IT COSTS ON AVERAGE of $35,000 - $50,000 yearly out of a half-million dollar IT budget, while improving corporate communications capabilities. Thanks to innovations in new technology and increased competition was able to find sources of low cost internet access, improved telephone capability and replaced expensive dedicated video-conferencing technology with cloud-based video-comm systems.

Education

The George Washington University - School of Business
  • Masters

U.S. Naval War College, Newport, RI
  • Certificate

United States Merchant Marine Academy
  • Masters of Science

George Washington University, Masters
2002
  • Business Administration

NATO SCHOOL, Certificate
2010
  • Logistics

U.S. Merchant Marine Academy, Bachelor of Science
1984
  • * Company Officer * Debate Team OIC * Navy League * Power SquadronMarine Transportation
  • * Company Officer * Debate Team OIC * Navy League * Power SquadronMarine Transportation

U.S. Navy War College, Certificate
2000
  • Joint Professional Military Education 1

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