1. 603 Happy Trail 210-479-5746 (Home)
San Antonio, Texas 78231 210-289-5720 (Mobile)
E-mail: charlieleroy1@gmail.com
RESUME OF CHARLES F. LeROY
(Revised 01/06/2016)
)
PERSONAL DATA:
Age 63; married 43 years with two daughters and one son; height 6 feet; weight 195 lbs. and in excellent health.
Interested in the stock market. Enjoy golf, tennis, running, swimming, and bicycling (triathlete). Coach Youth
Soccer and Little League. Deacon in Presbyterian Church.
EDUCATION:
Georgia Institute of Technology: BS in ChE graduated in June, 1974, with 3.2 overall, 3.4 in ChE out of 4.0.
(Top 5% of the Class).
University of Chicago: Masters in Business Administration with concentration in Finance. GPA 3.0 out of 4.0.
(Top 25% of the Class).
HONORS, SOCIETIES, FRATERNITIES:
Jesse W. Mason AIChE Outstanding Senior Award, Graduated from GT with Honors, Chi Epsilon Sigma: ChE
Honorary (treasurer), AIChE (Student chapter-treasurer), Sigma Phi Epsilon (treasurer), Alpha Phi Omega:
Service Fraternity (VP), Georgia Tech Band, Kappa Kappa Psi, EIT: State of Georgia, Member of AIChE (Fuel
and Petrochemical Division), Member of the Texas Society of Professional Engineers, Panelist for the 1986 NPRA
Question and Answer Session on Refining and Petrochemical Technology, Member of the Board of Trustees for the
Texas State Aquarium, Member of the Campaign Effectiveness Council for the United Way, Member of NPRA
Manufacturing Committee, Member of the Selection Committee for 1989 NPRA Q&A Panel, Member of the
Program Committee for Planning the 1990 NPRA Annual Meeting. Selected for Leadership Corpus Christi by the
Chamber of Commerce and completed in May 1992. Executive Vice Chairman for Commercial Division of United
Way 1991 Campaign. Selected for Associate Campaign Chairman for United Way of the Coastal Bend 1992
Campaign. Appointed to New Landfill Site Selection Committee by City Council and selected as Chairman.
Appointed to API HF Alkylation Committee developing procedures and industry standards for HF Alkylation
Units. Participated in 1993, 1994, and 1996 Boston Marathons. Campaign Chairman for 1993 United Way
Campaign. President of United Way of the Coastal Bend in 1995. Selected to Board of Directors of Corpus Christi
Education foundation and elected Treasurer of the Foundation in 1996 and President in 1997 and 1998. President
of Sigma Phi Epsilon Alumni Board supporting new chapter at Texas A&M Corpus Christi in 1999. Selected to
Board of Alamo Children Advocacy Center in 2000. Member of Ardmore Chamber of Commerce Board of
Directors and on the Budget Committee of the Ardmore United Way (2002). Member of Texas City – La Marque
Chamber of Commerce Board of Directors (2004). Serve on ChildSafe Board of Directors in San Antonio.
Chairmen of Finance Committee for Eagle’s Nest Christian Fellowship/Summit Christian Center and on the
building committee.
ATHLETIC ACCOMPLISHMENTS:
Participated in the 1993, 1994 and 1996 Boston marathons. Have done a total of 13 marathons and over
50 triathlons. Participated in Ironman Canada in August 1997 and Ironman USA in Lake Placid, New York, in
2002.
PUBLICATIONS:
1. “Commercial Performance of the Heavy Oil Cracking Process," 1985 NPRA Annual Meeting, March 24-26,
1985.
2. "Calcium Fluoride Precipitation Facility: Improvements and Operation." Phillips Worldwide HF Alkylation
Symposium, March 3-6, 1986.
3. "Hydrotreating Vacuum Gas Oil and Coker Gas Oil from Heavy Venezuelan Crude" 1991 NPRA Annual
meeting, March 17-19, 1991. Published in Oil & Gas Journal May 27 and June 3, 1991. Presented at 5th
UNITAR International Heavy Crude Conference in Venezuela on August 7, 1991.
4. "A Review of the Implementation Program of Process Safety Management at the CITGO Corpus Christi
Refinery," 1993 NPRA Annual Meeting, March 21, 1993 and the 1993 NPRA Safety Conference, May 2,
1993.

2. 5. "Operational Benefits to the PSM Program" 1997 Risk Management Conference in El Palito, Venezuela on
November 17, 1997.
6. “Supply Chain Management Study 1999” as Team Leader of Joint CITGO / Booz-Allen Study Team.
7. Refining US Petroleum : A Survey of US Refinery Use of Growing US Crude Oil Production March 2015 A
Report by American Fuels & Petrochemical Manufacturers (AFPM)
MANAGEMENT SKILLS DEVELOPMENT:
I have been in management and supervisory positions now for 14 years. This has included both hourly and
professional staff. I have worked hard to develop good management skills like: Communication, Listening,
Delegation, Team Building, Group Decision Making, and Organizational Development. I emphasize a
Participative Management Style with cooperation, teamwork, and empowerment as a key to success. Quality is
important and we must continually strive to improve the system. These are important skills and the learning and
development never ends.
I have participated in the following Management Training programs and studies:
1. Keith-Stevens On-site Supervisor Development Program (1985-1986)
2. Solomon Survey for Benchmarking and Improvement Progress (1985-2007)
3. TSO Management Development (1987-1990)
a. Myers-Briggs Personality Assessment
b. FIRO-B
c. "Discover The Future" by Joel Barker
d. "Power of Vision" by Joel Barker
e. "The Leadership Alliance" by Tom Peters
f. B&B Electronics
4. Qual-Pro Management Seminars (Quality Program) (1988-1989)
5. DDI Programs (1988-1989)
a. Assessment Skills Program
b. Interactive Management Program – Certified Instructor
5. Conway Quality Program: The Right Way to Manage (1992)
6. Collective Bargaining Training at University of Wisconsin (1993)
7. Oil Spill Response and Incident Commanger Training – Certified (1993)
8. Crisis Communication Training for Media Interviews (1995)
9. A.T. Kearney Best Practice Review (1997-1998)
10. Supply Chain Management Study with Booz-Allen (1999)
SUMMARY OF WORK HISTORY:
Company Time Period Total Time Position Held
UOP, Inc. June 1974 to June 1981 7 Years •Process Development
•Field Services
•Technical Services
Valero Energy
Corporation
June 1981 to Oct. 1986 5 Years •Sr. Project Engineer
•Operations Tech. Advisor
•Operations Superintendent
•Operations Manager
CITGO Refining and
Chemicals, Inc.
(Corpus Christi, TX)
Oct. 1986 to Sept. 1997 11 Years •Technical Manager
•Operations Manager
•GM Operations / Maintenance
CITGO Petroleum
(Tulsa, OK.)
Sept. 1997 to Jan. 2000 3 Years • GM Refinery Initiatives/
Transformation Process
• GM Cybernetics
Valero Energy Corp.
(Retired on 12/31/07)
Jan. 2000 to Present 8 Years • VP Asset Optimization/Best
Technical Practices
• VP / GM Ardmore Refinery
• Regional VP / GM Texas City
and Houston Refineries

3. EXPERIENCE:
1. UOP, Inc: June 1974 to June 1981:
After graduating from Georgia Tech in June 1974, I accepted a job with UOP as a chemical engineer. UOP is
the world’s largest independent source of petroleum and petrochemical technology. The following list
summarizes my activities at UOP:
a. June 1974 to April 1976: This period was spent at UOP's Experimental Development Division in
Riverside, Illinois. Involved in Process Development and pilot plant operations in the areas of
hydrocracking, platforming, desulfurization, and petrochemicals (paraffin extraction and para-xylene
separation).
b. April 1976 to January 1979: Transferred to Field Operations Group in Technical Service to assist in newly
constructed refinery startups.
1) Exxon Chemical (Baytown, Texas): Aromatics Unit and a Para-Xylene Separation Unit - 3 months.
2) Marathon Oil (Texas City, Texas): Fluid Catalytic Cracking Unit (FCC) - 2 months.
3) Texas City Refining (Texas City, Texas): FCC Unit - 2 months.
4) Charter Oil (Houston, Texas): FCC Unit - 10 months.
5) Liquichimica Augusta SpA (Augusta, Sicily): Paraffin conversion to olefins unit, olefin extraction
unit, HF Alkylation unit for LAB formation (feedstock for detergent plant) - 6 months.
6) Phillips Puerto Rico Core (Guayama, Puerto Rico): Para-xylene separation and Xylene
Isomerization unit - 6 months.
7) Archer Daniels Midland (Cedar Rapids, Iowa): Sugar separation process, UOP's first entry into the
food industry. I headed this project and successfully commissioned the plant in May 1978.
c. January 1979 to March 1981: Returned to UOP Process Division Headquarters in Des Plaines, Illinois, to a
position in the petrochemical and food technology group in the Technical Service Group. In this position,
I had responsibility for commercial operations of existing units in the area of petrochemicals and foods,
assisted field personnel with new unit startups, provided current data for engineering, marketing, and
process development. During this period, I made trips to Europe, Japan, Korea, the Caribbean, and South
America providing technical assistance to UOP’s customers.
d. March 1981 to June 1981: Promoted to Senior Coordinator involved in New Business Developments for the
UOP Process Division. This newly created area at UOP had several special projects to develop:
(1) Modular design techniques, (2) Cogeneration, and (3) Energy savings schemes for the refinery and
petrochemical industry.
2. Valero Energy Corporation: June 1981 to October 1986:
In June 1981, I accepted a position with Valero Energy Corporation in San Antonio, Texas, as a Senior Project
Engineer in Valero's Corporate Development, and coordinated special projects for Valero's upper management.
This group was responsible for coordinating the Saber Energy Corporation acquisition and informing
management on progress of the Saber HOC Project in Corpus Christi, Texas. The Saber HOC Project is a $535
million grassroot refinery for processing heavy sour crude oils.
a. June 1981 to October 1982: Main responsibility was to coordinate Saber HOC Project. Participated in all
aspects of project design and construction. Provided assistance to financial group to obtain financing and
working capital, worked with insurance underwriters, bank consultants, and Valero public relationships
personnel. Performed project evaluations on several major projects being considered during this period.
Used many computer tools for these evaluations: IFPS, FINSIM, and VisiCalc.
b. October 1982 to August 1983: Transferred to Saber Refining Co. in Corpus Christi, Texas, assigned to the
Operations Manager as an Operations Technical Advisory to help coordinate the startup of the Saber HOC
Project. My responsibilitiesconsisted of assisting in all aspects of the plant precommissioning, catalyst and
chemical valuations and selection, operator training, and troubleshooting. I have also spent a considerable
amount of time on the utility systems that support the plant and have worked with the cost accounting
department to set up transfer pricing mechanisms to evaluate individual unit performance.

4. c. August 1983 to April 1985: Promoted to Operations Superintendent in charge of the Heavy Oil Cracker
(HOC), Vapor Recovery Unit, Power Recovery Unit, Citrate Unit, HF Alkylation Unit, Dimersol Unit,
Sulfur Recovery Unit, Amine Systems and Sour Water Stripper. This area has two supervisors and 50
practical people. I coordinated all activities for these units that included: Meeting production plan,
budgeting, and troubleshooting operating problems. This area had an annual budget of over $47 million
that included fixed and variable costs. About $30-35 million of this total budget was controllable by this
position. The total payroll for this area was $2.3 MM that included salaries, wages, overtime, and benefits.
This area produced most of the finished products for the refinery which were valued at $660 million per
year. The capital value of the equipment in his area was $247.5 million.
d. April 1985 to October 1985: Transferred to Operations Superintendent position in charge of the Crude and
Vacuum Unit, Resid Desalter, Hydrogen Plant, and Resid HDS Unit. This area had two supervisors and
31 practical people. I coordinated all activities for these units that included: meeting production plan,
budgeting, and troubleshooting operating problems. This area had an annual budget of $8.24 million. The
total payroll for this area was $1.4 million that included salaries, wages, overtime, and benefits. The capital
value of the equipment in this area was $259.5 million.
e. October 1985 to January 1986: Promoted to Operations Manager of Complex I in charge of the Crude and
Vacuum Unit, Resid Desalter, Hydrogen Plant, and Resid HDS Unit. This position had two unit
supervisors, a maintenance supervisor, a technical service engineer, and 45 practical people reporting to the
Operations Manager. This position was responsible for the operations and maintenance of the units and
technical support. This area had an annual budget of $10.4 million. The total payroll for this area was
$1.8 million.
f. January 1986 to October 1986: Transferred to Operations Manager of Complex III in charge of the Heavy
Oil Cracker (HOC), Vapor Recovery Unit, Power Recovery Unit, Citrate Unit, HF Alkylation Unit, Dimersol
Unit, MTBE, LPG Fractionation, Sulfur Recovery Plant, Amine Systems and Sour Water Stripper. This
position had 5 supervisors, 1 engineer, and 75 practical people reporting to the Operations Manager. This
position was responsible for the operations and maintenance of the units and technical support. This area
had an annual budget of $30.5 million.
3. CITGO Refining and Chemicals, Inc.: October 1986 to September 1997
a. October 1986 to October 1989: I accepted a position with Champlin Refining Company in Corpus Christi,
Texas as General Superintendent of Technical Services. This position is responsible for all the technical
departments at the refinery which include the following: (1) Process Engineering, (2) Economics and
Planning, (3) Computer Applications, (4) Process Control Group, (5) Petrochemical Coordination , and
(6) Laboratory. This department has 78 people with an annual budget of $7 MM. The Champlin facility is
a fully integrated conversion refinery with two Crude Units, Vacuum Unit, two FCCUs, two CCR
Platformers, two Hydrotreaters/SRU Coker, and Petrochemical Units that include Cumene, Hydrar, Udex,
and MTBE.
b. October 1989 to October 1990: There was reorganization at the refinery that moved Project Engineering into
the Technical Services Department. This included 18 Champlin engineers and approximately 95 contract
engineering personnel. This group manages the Capital Budget which has grown from $10 MM in 1987 to
a projected $65 MM for 1990. This includes several major strategic projects ($15 to 40 MM range) and
many smaller revamp projects.
c. October 1990 to January 1996: Promoted to Operations Manager that includes all three major process areas,
utility systems, terminal operations, product blending and scheduling, and operations training. This
department has 355 employees (275 Hourly / 80 Salaried). It has an operating expense budget of
$140 MM/year. We have a strong emphasis on safety, environmental issues, and quality at the refinery.
d. January 1996 to September 1997: Promoted to General Manager of Operations/Maintenance/Safety and
Training that added all the Maintenance responsibilities. This includes 425 CITGO employees and 300 -
1000 contractors with an annual budget of $150MM/year.

5. 4. CITGO Petroleum Corporation (Tulsa): September 1997 to December 1999
a. September 1997 to 1998: Put on special assignment as GM Refinery Initiatives reporting to the Senior VP
of Refining in Tulsa. I was in charge of heading up the Transformation Process for the Refining groups
that included five refineries.
b. September 1998 to September 1999: As General Manager Cybernectics was focusing on automation and
optimization opportunities at all the CITGO refineries. Lead a Supply Chain Management Team effort for
all of CITGO’s Business Units.
5. Valero Energy Corporation (San Antonio): January 2000 to December 2007 (Retired 12/31)
a. January 2000 to 2002: Accepted new position as Vice President of Asset Optimization / Best Technical
Practices for Valero’s six refineries reporting to Senior VP of Refinery Operations.
b. October 2002 to December 2003: Moved to Ardmore, Oklahoma, and took position as VP / GM at the
Ardmore Refinery. This position is the plant manager of the 85,000 BPD refinery in Ardmore, Oklahoma.
c. December 2003 to July 2004: Moved to Houston, Texas and was promoted to the position of Regional Vice
President and General Manager of the Texas City and Houston Refineries. This position is Plant Manager
of the Texas City Refinery, which is a 210,000 BPD Refinery, with 600-700 employees. This position is
also responsible for the Houston Refinery, and the Houston Plant Manager reports to this position. The
Houston Refinery is an 85,000 BPD refinery, with 300-400 employees.
d. July 2004 to present: Moved to San Antonio, Texas and was promoted to the position of Regional Vice
President of Refinery Operations over four refineries (Texas City, Houston, Ardmore and McKee),
Stewardship and Analysis group, and the Energy group.
6. Solomon Associates : January 2009 to December 2009
Solomon is a consulting company that does benchmarking for the refining industry. I worked on data
validation and the annual presentation materials and made client presentations for the 2008 data package.
7. Resourses2Energy : January 2010 to present
Resources2Energy is a consulting company that does performance improvement work and energy
conservation work for the refining business.
(a) Performance Improvement Study for Western Refinery Yorktown refinery.
(b) Performance Improvement Study for Citgo Lemount refinery
(c) Efficiency and Effectiveness Study for Tesoro working with PwC (LA and Golden Eagle Refineries)
8. Solomon Associates: January 2011 to present
Solomon is a consulting company that does benchmarking for the refining industry. I worked on data
validation and the annual presentation materials and made client presentations for the 2010 data
package.
9. Pilko and Assoicates : January 2010 to Present
Pilko is a full service consulting business and I have participated in several different projects during the last 5
years. These include efficiency and effectiveness studies and Refinery Assessment and M&A evaluations and
many different types of engagements.
10. BP Husky JV Governance Committee Board : October 2013 to Present
I serve on the Governance Committee for the joint venture between BP and Husky for the BP Toledo Refinery
in Toledo Ohio.