Robert P. Kennedy has over 30 years of experience in technical and project management, strategic planning, and business development. He holds two engineering degrees and has extensive expertise managing complex multidisciplinary projects, building stakeholder support, and supporting infrastructure growth. Currently he works as an independent consultant and with The Burry Group on business development and strategic planning initiatives.

1. ROBERT P. KENNEDY, B.Sc., B. Eng.
Tele: 709-685-4345, e-mail whitecapelaptop@live.ca
Education: University
B. Sc. (physics, math) Memorial University of NL.,
B. Eng. (mechanical, mgmt.) Memorial University of NL.
Professional Managing in the Total Quality Environment: Humber College, Toronto, ON
Courses:
Corporate Planning: The Strategic Planning Institute, London, England
Problem Analysis and Decision Making: Kepner-Tregoe, London, England
Financial Analysis of Capital Investment: American Management Association,
Philadelphia, PA
Management Accounting Program: American Management Association, Boston,
MA
Loss Control and Asset Management, International Loss Control Institute,
Atlanta, GA
Expertise: Participation at senior levels in the management of complex, multidisciplinary
projects with special emphasis upon those with strong government and
community related issues and interactions. Expertise in technical and project
management, communications strategy, strategic planning, community relations
and stakeholder-support building. Staff and line management experience with
industrial corporations in Canada, the United Kingdom and the U.S. over the past
thirty years.
2004 – Present Independent Consultant to Management,
2012-Present The Burry Group (Burry’s Shipyard Inc and Norcon Marine Services
Limited, Clarenville, NL, Canada
2015 – 2016 Manager: Business Development
Responsible for planning infrastructure development for the shipyard to support
movement into servicing mid-range tonnage vessels. Responsible for developing
growth strategy for Norcon Marine to increase the company’s presence in the
ferry service as well as the aquaculture support and marine logistics sectors.
2012-2015 Responsible for both day to day operation of shipyard activities several years.
Also responsible for regulatory affairs, and growth at Norcon, a company
operating a fleet of four commercial vessels under contract in Atlantic Canada.
From 2102 to present total combined revenue has tripled, both companies are
profitable and the Norcon fleet has increased from two to four vessels.

2. 2.
2010-2012 Project Manager - ESDA (Eastern Supplier Development Alliance)
The ESDA’s objective is to optimize participation in the $7 billion Hebron
Development by suppliers of goods and services with the development region.
The role is a mix of business development, marketing of firms’ skill sets with the
major players (ExxonMobil, Worley Parsons and Kiewit Kvaerner Contractors),
and liaison with government/NOIA and the offshore industry in general.
2006 - 09 Consultant - Argentia Chamber of Commerce, Program to maximize
participation of regional firms in planned Vale Long Harbour nickel
processing plant development.
Advice to provincial firms focused upon positioned themselves as potential
providers of goods and services to Long Harbour nickel development. Facilitated
several Tier II and Tier III firms in securing initial contracts for provision of
goods and services to first stage of development in summer and fall of 2009.
Program assisted some 24 firms (ranging in size from revenues of $5.0 million
annually down to $30,000 annually) in identifying and addressing gaps and
addressing same in order to position themselves to bid upon opportunities in the
above project. By 2009 in several cases smaller firms were able to become 'single
source' suppliers. Other firms had aligned themselves with larger firms as Tier III
suppliers
2008 Chair Person Government-Private Sector-Committee Authored report Human
Resource Development Study identifying long term opportunities and challenges
for small rural communities resulting from development such as the Long
Harbour nickel processing facility and Hebron development.
2006 - 07 Senior Consultant, Department of Business, Govt. of NL, St. John's, NL
Responsible for strategic business analysis of sectors with growth potential
focusing upon individual firms and organizations seeking to grow within the
province or attraction of new entrants to the province. Responsibilities included;
analysis of business and marketing plans, identification of potential provincial and
federal funding sources, analysis for potential for partnerships and joint venture
arrangements, consideration of competitive situation (including standard SWOT
reviews) and comment upon business sustainability over the long term.
2004 - 06 Independent Management Consultant, St. John's, NL
Client Assignments included:
Business Development - planning, costing and arranging funding ($2.5 million)
for two private commercial development projects;
Staff Planning - Organization and delivery of federally funded CONA process
operator training program for Inco, Argentia facility;

3. 3.
Govt Funding - facilitation of a $500k federal government supported business
retention and growth for a not for profit agency.
2001 – 04 Voisey’s Bay Nickel Company, St. John’s, NL
Negotiating Team: Inco-Government Voisey’s Development Agreement
Initially responsible for
 formulation of communications strategy upon resumption of
negotiations in 2001,
 re-development of opinion leader and political support during
resumption of negotiations,
 team member on development of Long Hr component of project
planning, identification of potential industrial capacity to support
construction,
 liaison on out-reach program to business and communities on the
island.
Responsible for community liaison 2001-2004; development of outreach strategy
to optimize opportunity for regional Newfoundland firms to participate in planned
construction of $3.0 billion nickel processing plant. Mentored local Chamber of
Commerce to facilitate program to enhance regional firms' ability to understand
project's commercial potential.
2000 - 01 Aker Maritime / Kiewit / SGE Group Inc., St. John’s, NL & Aberdeen,
Scotland.
Member of the initial Aker-Kiewit Planning Team responsible for planning
engineering resource requirements, formulation of module bid sizes and
scheduling strategy for the successful bid package for Husky’s WhiteRose
Project. Responsibility included laying out options to ensure construction took
place in Newfoundland honouring commitment in anticipated Husky - provincial
government benefits agreement.
1997 - 00 General Manager, Newfoundland Office, Hatch, St. John’s, NL
Responsible for business development, project coordination, client and
government liaison on Newfoundland projects. Projects included:
1 Technical Support to Newfoundland Govt on Voisey’s Bay Nickel Project,
2 Authored Copper Smelter study for Govt. of Newfoundland and Labrador,
3 Contract Manager for Govt of Nfld on Lower Churchill Project,
4 Analysis of Iron Ore Pellet Plant expansion Sept Isles versus
Labrador City for Govt. of Nfld.
1996 - 97 Project Manager, Environmental Services, Hatch, Mississauga, ON
Responsible for project development and management of assignments with multi-
stakeholder components and complex environmental dimensions. Preparation of
proposals for baseline studies and assessments. Work included zero effluent

4. 4.
issues - chrome smelting South Africa; liquid effluent reduction at an electric
furnace - U. S. northwest.
1992 - 96 Management Consultant & Principal, HDK Associates, Toronto, ON
Management and technical consulting services in the fields of business
development, project finance, and business process re-engineering. Key results
included:
1 Project Manager on evaluation of a 100MW co-generation facility,
2 Formulated a business process re-engineering strategy for an Ontario
Public Sector institution resulting in significant cost savings,
3 Restructured the five year plan of a Canadian Manufacturer to facilitate
private placement financing,
4 Project managed a techno-economic assessment of an industrial waste
development proposal.
1989 - 92 Manager, Business and Technical Support, Albright and Wilson Americas Inc.,
Toronto, ON and Cincinnati, Ohio
Provided in-house consulting for Canadian and U.S. corporate business issues
which had the potential to severely impact the company’s profitability. Projects
included:
1 Spearheaded key aspects of planning of closure of a $150 million facility
in Long Harbour, NL as part of a North American re-structuring,
2 Technical team leader on development of a successful defence strategy in
a $56 million class action lawsuit in Cincinnati, Ohio,
3 Negotiator on a $10 million project to secure Quebec government
approval for a hazard waste storage program,
1987 - 89 Manager, Market Analysis and Planning, Albright and Wilson Americas Inc.,
Toronto, ON
Responsible for competitive and market analysis, strategic planning and
rationalization studies for the North American business of a $300 million
company. Key results included:
1 Initiated and executed a two year strategy to save the company $12 million
in working capital through fixed cost in stock rationalization,
2 Developed 5 Year Strategic Plans and Annual Budgets ($270 million) in
concert with marketing, finance and manufacturing staff.
1985 - 87 Business Development Manager and Economic Analyst, Albright & Wilson
Ltd., London, England
Reported to Board of Directors of a $1.2 billion company. Responsible for
preparation of Board papers on acquisition and merger prospects, business re-
structuring and major capital projects. Results included:

5. 5.
1 Task force leader of a study on a $56 million European pulp & paper
chemicals division, lowering costs and integrating operations across four
countries,
2 Evaluated and made Board recommendations on over 25 capital projects
in Canada, the USA and Australia with a total value of over $120 million.
5 Analyzed the use of I T technology in the company’s U.K. versus North
American operations, identifying significant opportunities to redesign the
U. K. business process.
1982 – 85 Technical Manager, ERCO Industries Ltd., Long Harbour, NL
Managed a 26 person engineering group responsible for process improvement,
process engineering, quality control, training at a world scale, unionized,
processing facility with 450 employees.
Modified a batch recovery process that effectively doubled through put of an
ancillary facility. Process was patented and later licenced to firms in Japan and the
U S A.
Chairperson of multi-company American-Canadian Task Force charged with
obtaining EPA approval for a new safer range of water treatment chemicals.
1981 – 82 Senior Staff Engineer, Petroleum Directorate, Government of NL,
St. John’s, NL
Project Manager for consultants’ studies regarding oil and gas transportation and
handling studies for Newfoundland offshore. Supported aspects of federal
provincial offshore negotiations related to Newfoundland benefits.
Assisted U S Coast Guard and Canadian NTSB in investigation of control room
issues that led up to the sinking of the drill rig ’Ocean Ranger’ February 14, 1982.
1977 - 81 Senior Process Engineer, ERCO Industries Ltd., Long Harbour, NL
Responsible to day to day chemical process operations on the high resistance ore
electric furnace smelting operation of the facility.
Also responsible for process improvement and de-bottlenecking operations to
increase output and cost unit costs.
Identified the cause of failure of Union Carbide electrodes which were central to
the process and, up to then were causing facility shutdowns of 30 days + yearly.
Recommended changes to material construction and machining that reduced
failures to 7 days yearly.