Turnaround Control with OGCS Industrial Services
A turnaround is not just a maintenance event. It is a concentrated exposure to operational, commercial, and schedule risk.
At a recent Gulf Coast refinery outage, OGCS deployed a senior team of planners, schedulers, and controls professionals to bring structure to a complex, high-density environment. Through disciplined sequencing, embedded oversight, and deliberate relationship-building process onsite, the team created stability and continuity that protected the execution.
Stability on the Ground
Turnarounds get into overruns if communication fragments and workforce alignment slips.
In Port Arthur, OGCS embedded experienced planners, schedulers, and controls professionals onsite, supported by specialist consultants who were available at short notice as needed.
The embedded team were selected by Darah Cunningham, Director, Industrial Services, and her experienced recruiter consultant, Rebecca Comiskey, over an intensive assessment and onboarding period.
Because key relationships were established early on, the first onsite team made recommendations of trusted professionals they had successfully worked with before, people they knew could deliver efficiently and integrate quickly. This expanded the available network organically and, ultimately, strengthened the project team.
From the very beginning Darah and Rebecca visited the site regularly, to build relationships with the team and client.
Darah describes her approach as respectful and humble.
“I’m deliberate about presenting our team as an extension of the client team – we’re here to add value and help move things forward.”
Darah prides herself on team bonding opportunities. Working together helps establish strong relationships and high-performing teams.
Trust and confidence in the team creates spaces where issues can surface early and risks can be controlled through early intervention. Adjustments can be made with peer review support from OGCS’ expert practitioners.
The team OGCS embedded onsite were very happy with the level of support.
“We have a strong team culture here.”
“The team carries itself with professionalism.”
“There’s a strong work ethic.”
“I’d work with any of these guys again”
“The turnaround processes evolve as the job goes on, there’s no two turnarounds are the same so I’m always learning.”
“OGCS provided good training on the job and not everyone does that.”
The average age of the team sits in the mid-40s – they are seasoned turnaround professionals who understand how challenges arise in live refinery environments. They are experienced enough to know that not every issue can be foreseen.
As Darah explains: “I keep my eyes and ears open and if I hear a need, I’ll try to understand it, and then I can find a solution that the team values.”
Contractor Loyalty as a Risk Mitigation Strategy
Workforce churn is a hidden outage risk. OGCS Industrial Services mitigates this by providing stability and reliability throughout the turnaround. Everyone onsite knows they can reach Darah quickly and easily.
“I stay connected with the team and spend time onsite so I can spot needs early”, she says, “it’s important to handle issues before they slow anything down.”
Darah summarizes her ethos:
“Retention builds continuity. Continuity protects the execution.”
“Coming onboard with OGCS was seamless – even though there was a time crunch. The OGCS team worked through their weekend to make sure all was ready”.
“OGCS has good benefits.”
“The OGCS team are very responsive. You don’t have to ask twice to get stuff done.”
“There’s open communication and it’s easy to get hold of them.””
It’s clear that with OGCS Industrial Services, a strategy of contractor retention, contractor loyalty, and SME peer-support translates into controlled and successful turnaround executions.
Connect with Darah Cunningham to learn how OGCS Industrial Services can support successful turnaround events for you.