Episode Overview
A turnaround is "a maintenance event at its core", and the single riskiest, most compressed moment in a billion-dollar asset's life. In the series premiere, Grant Stead (founder of Stead Global, an aerospace engineer by training who has run turnaround projects at the $400–500 million scale) walks Orion through what it actually takes to spend half a billion dollars in 45 days: the overnight staffing cliff from 200 planners to 4,000 craft workers, the daily discovery meetings, the mercenary labor market, and the resource-plan mismatch he watched burn $80 million. Then, at the one-hour mark, he calls a "hard shift" into his second obsession: using well-guided AI to untangle the 64,000-document mess behind a billion-dollar greenfield.
Culture is cadence
Safety, productivity and morale on a 4,000-person event all trace back to one thing: whether every hand knows exactly what to do on day one. The planning detail is the culture.
Grant Stead, Stead Global
"Perpetually dissatisfied" turnaround leader turned builder: his shop pairs field-tested turnaround management with an in-house dev team shipping tools like STO·IQ and Doc Ultra.
AI reads the drawings
The second act: 8,000 piping isometrics parsed, validated and turned into a ~100,000-record material-takeoff database in under a week: "well-guided AI produces better results than humans can."
Quotes are transcribed from the full published episode and lightly condensed for readability: meaning untouched, timestamps approximate to the published audio. The chapter map, talk-split and stat tiles are computed from the transcript. Biographical details are limited to what Grant shares on the record and the show's published notes; he speaks in a personal capacity throughout. Banner photos are licensed sector imagery (refineries at night) from Wikimedia Commons, with full credits at the foot of this page.
Inside the Episode
The conversation as it actually unfolded: six themes across 88 minutes. The strip below maps each segment's share of the runtime against the show's four-act structure; timestamps are approximate. Click any block to jump to its chapter.
Four inches of mercury at the bottom of a 120-foot tower. A $500M startup held hostage by a light bulb. Welders clearing $300–400k a year. And $80 million found by overlaying two documents nobody had ever looked at together.
The format broke twice, in the best way: mid-episode Grant flipped the mic and grilled Orion on data trust, then called a "hard shift" into a second topic at the one-hour mark, and carried it for 25 minutes.
Cold Open & Turnarounds 101
A guest running on three hours of sleep, "perpetually dissatisfied", and the anatomy of a $500M, 45-day maintenance event.
Culture Is Cadence
The hill Grant dies on: 400 welders, day one, every stick placed, or you just blew up the whole turnaround.
Battle Rhythm, Discovery & Found Work
5:30 standups with 60 leaders, a daily "what did we find" meeting, risk-based contingency, and a $20M change approved in 24 hours.
The Mercenary Workforce
84-hour weeks, $300–400k welders, Texas plates in Toledo, and turnaround managers de-conflicting calendars rival-to-rival.
Mercury & the $80M Mismatch
Story time: a tower dripping mercury, and the resource-plan-versus-schedule overlay that nobody ran until a week before execution.
The Three I's & the Tables Turning
Advice for executives (information, insights, interventions). Then Grant interviews Orion on why anyone should trust a dashboard.
The Hard Shift: Docs, AI & Stead Global
8,000 isometrics, 64,000 documents, Doc Ultra's vision-AI pipeline, and the "rogue IT group" philosophy behind it.
Close
Grant's first-ever podcast, the product names drop (STO·IQ, Doc Ultra, Cost Reaper, The Piper), and a doc-control episode teased.
Who carried the mic
An unusually guest-forward split, even for an interview show: Grant arrived "on one," and his longest answer runs nine unbroken minutes.
The Guest · Grant Stead
Grant introduces himself as "a little bit of a rolling stone" with an entrepreneurial spirit: an aerospace engineering degree from Embry-Riddle he's never used, and a career spent running large refinery turnarounds: events at the four-to-five-hundred-million-dollar scale, including work with BP in Toledo. "Pretty much perpetually dissatisfied" with how the industry works, he founded Stead Global in Corpus Christi in January 2019, which pairs turnaround and project-controls consulting with a full-time, in-house development team building field-first tools: STO·IQ for turnarounds, and Doc Ultra, Cost Reaper and The Piper for the capital space. When this episode was recorded he was deep inside a billion-dollar renewable-diesel greenfield in Nebraska, sleeping three hours a night by choice. He speaks here in a personal capacity.
"Culture is cadence… If I can't effectively tell 400 welders on day one where to go put their stick, boom, you just blew up the whole turnaround."Grant Stead · on the show, ~7:20
These are Grant's numbers as told on air: directional, from a practitioner's memory, not audited figures.
Career journey
Timeline from Grant's LinkedIn profile. Before it: a B.S. in Aerospace Engineering from Embry-Riddle Aeronautical University (2003–2008), the degree he jokes he's never used, plus work with Scaled Composites & X Prize, makers of SpaceShipOne.
On the record
- Roots
- "I'm from Texas": his home labor market, the Gulf Coast, staffs turnarounds across the country.
- Training
- "Got a degree in aerospace engineering I've never used."
- Scale
- Large turnaround projects "of four to five hundred million dollars," including events with BP in Toledo.
- Tenure
- "I started in 2013, and I've been at this hardcore since 2019": building technology for industrial construction.
- Right now
- Helping deliver a billion-dollar renewable-diesel greenfield in Nebraska: 8,000 piping isometrics and counting.
Stead Global & finding him
- What it is
- Turnaround & project-controls know-how fused with a build-to-suit software shop: "I think of us as kind of a rogue IT group."
- The tools
- STO·IQ (turnarounds) · Doc Ultra (drawings & documents) · Cost Reaper · The Piper.
- The team
- Full-time and in-house: "no overseas development shop… everyone's in the same time zone."
- Open door
- "They can hit me up on LinkedIn, and I will put them to work."
- Find him
- LinkedIn: /in/grant-stead · steadglobal.com
The Host · Orion Matthews
Orion is an award-winning programmer, entrepreneur and technology executive who has spent the last decade in the engine room of major capital projects. He founded Queryon in Washington, D.C. in 2015 with a focus on data analytics and software for the construction industry, starting with bellwether client BP, whose project-controls solutions his team deployed globally, from the North Sea to Azerbaijan to Houston. Today he's a recognized expert in PMO data analytics and project-controls reporting, serving billion-dollar portfolios for owners including BP, Santos, Balfour Beatty and Turner & Townsend, a regular speaker at major industry conferences on AI and analytics in capital projects, and the host of this show.
Why this pairing works
- Data trust
- Mid-episode, Grant flips the mic and asks Orion how executives learn to trust a 0.8 on a dashboard, squarely Orion's day job. The answer (late data kills trust; teams must stamp and own what they present) is one of the episode's best stretches.
- Build, don't buy
- Both run build-to-suit shops (Grant's "rogue IT group," Orion's Queryon), and both preach process before tools. Fittingly, this was Grant's first podcast ever: "You're the only person I actually met face-to-face that then said, let's do a podcast."
Beyond the PMO
- The builder's arc
- Founded Introspect Software out of high school; built and sold Design-PT (acquired 2015). His software has run from McMurdo Station to aircraft carriers, with write-ups in Scientific American, CNN and Maxim, and a BP Helios Award.
Turnarounds 101
Most people in capital projects have never worked one. A turnaround is what happens when a refinery (a facility that runs 24/7 and only makes money while it runs) shuts whole units down to open, inspect and rebuild everything at once. It's a maintenance event, a capital tie-in window and a one-shot startup rolled into a 45-to-60-day sprint.
"A turnaround, in refining or an industrial facility, is a maintenance event at its core. But of course, we are creatures of opportunity… it's your only opportunity to do tie-ins for major capital projects."Grant Stead · ~2:30
The math, as Grant runs it
A $500M turnaround spends almost all of that money inside 45–60 days: five to six thousand people at peak, a labor burn rate "in the $8-million-a-day range," working around the clock. Roughly 200 people plan the event for a year. Then, "within two or three shifts," the site jumps to a full staff of ~4,000. Figures as told on air (directional).
The stakes
Everything hinges on a one-time startup: no leaks, no compressor lineup issues, no problems. A single cat cracker sitting idle loses ~$500k a day in opportunity cost, storage is built ahead to survive the downtime, and Grant has watched events go badly enough that owners declared force majeure on jet-fuel contracts to Delta.
- Grant introduces himself: aerospace degree "I've never used," a rolling stone, "pretty much perpetually dissatisfied."~1:30 · arriving on three hours of sleep, by choice
- What a turnaround actually is: maintenance plus the only window for brownfield capital tie-ins, with pre-, during- and post-work packages.~2:30
- The staffing cliff: a year of planning with 200 people, then 4,000 arrive across two or three shifts.~4:00
- The scope: "You're opening every tower, crawling them, cleaning them, tearing compressors apart, replacing entire piping circuits, touching every piece of equipment in that unit, like ants on an anthill."~4:50
- Why quarter-billion-dollar contracts ride on it: lost-opportunity math and force majeure.~6:15
Culture Is Cadence
Orion asks what a welder's first day should feel like from the bottom up. Grant's answer is the episode's thesis: culture on a mega-event isn't posters or pep talks: it's whether the plan can hand every one of 4,000 people their exact task, and keep doing it every shift. Idle confusion, not hard work, is where injuries and chaos come from.
"These people are there to work. They're not there to be a thought-maker. If you can't tell 'em what to do, they're gonna find something to do, and that is where the culture goes awry."Grant Stead · ~9:15
The battle rhythm
Mirrored day/night cadence: 5:30 AM and 5:30 PM 30-minute standups with 50–60 senior leaders on critical path and productivity; a ~9:00 project-controls session for crew balancing; a 10:00 change-management meeting, and a discovery meeting every single day: "What did we find?"
Discovery: the daily can of worms
Vessels that haven't been opened in ten years get opened all at once. The goal is to be out of the discovery window a third of the way in: day 15 of 45. "I don't wanna put anything back together. If I've got manpower, I'm tearing this unit apart." Contingency is pre-authorized (~10% flat, plus risk-based amounts per equipment), and handed back if the vessel opens clean.
- The scheduling depth behind the culture: 70,000–100,000 activities for one event: every flange, every weld tracked, because it all has to go back together.~9:00
- "No running by the pool": herd panic on site, the truck driver who broke an ankle rushing, another stuck on train tracks.~10:00
- How leadership scales: blocks, unit and discipline leads split day/night, 30–40 general foremen, one foreman per six-to-eight crew, all time & materials.~11:45
- Change management built for speed: "I've seen a $20 million change get approved in less than 24 hours."~19:00
- What discovery can serve up: NORM (naturally occurring radioactive material), "and then we've got people out there in Geiger suits."~19:30
- Logistics at turnaround speed: chartered planes, tandem trucking so one driver sleeps while the other drives, and "hot shots": $800 to drive three hours with a part.~19:45
The Mercenary Workforce
Where do 4,000 qualified people come from overnight, in places that are nowhere near a city? Answer: a specialized, traveling contract workforce that lives on turnarounds, and a labor market with its own economics, rituals and turf wars.
"A turnaround welder might only do two, maybe three turnarounds a year, actually work six months out of the year, and be putting down three to four hundred thousand dollars a year."Grant Stead · ~23:30
The shape of the job
12–13-hour days, 13 days on and one off (about an 84-hour week on average), with welding crews often working entirely on double time. "We pay for it. That's my answer."
The ramp is the risk
Contractors promise 300 welders overnight; the industry is actually missing the ramp-in by 20–30%, hitting peak on a three-day lag, and paying for it in back-end slippage. Grant's fix: treat every committed role as owner-owned and track fulfillment early. "If seven days out you don't have a name, you don't have an engagement. No ring, no date, no engagement." (~28:00)
- BP Toledo: an all-union town, a union hall that couldn't fill the event, "a whole lot of Texas license plates in the parking lot": inflatable rats, a couple of fistfights, and the job still got done.~24:30
- Rival refineries de-conflict calendars at the top: "The turnaround manager will call another turnaround manager, Citgo to Valero, and say, I'm gonna pull mine up a week, you move yours back a week."~29:15
- The geography of the trade: the Texas Gulf Coast staffs turnarounds across the U.S.; the Middle East draws heavily on workforces from India.~30:00
- Getting "extorted" mid-event: a whole piping division waves paperwork for a job paying $1/hr more, and the owner raises everyone $2/hr to stay, because there is no time to find anyone else.~30:30
The $80M Mismatch
Story time. Orion asks for one turnaround that went well and one that didn't. Grant offers the unforeseeable kind first, then lands on the failure mode he sees most: a beautifully detailed schedule and a fully committed resource plan that nobody ever overlaid. It's the single idea he most wants owners to take away.
"The minute we got it overlaid, I said: they are gonna spend $80 million more than they have to. And that was absolutely true. There were times we were fighting for our life to get enough resources, and other times we had people just sitting on their hands."Grant Stead · ~38:15
The mercury tower
A crude-unit tower opens up "sparkling, shiny silver": mercury dripping from the trays, four inches pooled at the bottom of a 120-foot tower. Nobody had ever seen anything like it: a specialty firm was flown in to train crews on abatement, and the whole turnaround stopped. "Where else is it?" (~32:15)
The owner's circus
A turnaround is executed by 40–60 contractors, all on time & materials. "It's the owner's circus, and it's the owner's job to ask for this many lions, this many tigers, this many bears." The schedule is really a time-scaled estimate: nearly every weld and bolt-up, man-houred by craft and discipline. (~34:00)
- The BP event that leveled out at a 0.8 productivity factor: with 5,000 working, "a thousand of those people could have stayed home… they could have been fixing every pothole in Toledo."~34:30
- Why: the committed resource plans couldn't be overlaid against the P6 estimate until a week before execution, work that should be done months in advance.~35:30
- What the overlay revealed: periods where the schedule demanded 80+ welders and 20 showed up, and periods with the exact inverse, because contractors had leveled 20,000 man-hours flat.~36:45
- The field speaks in drawing numbers, weld IDs and 20-step QC signoffs: "the field is in the details… so build your schedule to match the field execution."~43:30
- Why turnaround scheduling is different: "I need P6 to move those little Tetris pieces exactly where they need to go… move them where they fit, like grains of sand."~45:00
The Three I's
Orion zooms all the way up: what should a VP who is not in the weeds actually do to make turnarounds go well? Grant's answer is a leadership framework. Then he flips the interview and makes Orion defend his own profession: why should anyone trust the number on the dashboard?
"The three I's, in order, are information, insights, and interventions… Intervention is the only thing that matters. What do we need to do to fix it? That's the only thing that makes money."Grant Stead · ~49:30 · a framework he credits on air to a mutual friend now at Cenovus
Coach for interventions
"Now that you told me it's a 0.8, is that good or bad? Unless you tell me what the options are, all of that's useless as a leader." Reports should arrive as decision frameworks: hold the $90M budget and cut this scope, or accept $100M, the classic "don't bring me problems, bring me solutions." If your people can't do that, keep digging: they may not know what they're talking about. (~50:30–52:30)
The tables turn: Orion on data trust
Grant asks how Orion builds confidence in the number. Orion's rules: late data permanently burns trust ("if you can't produce it on time, on demand, where is this coming from?"); allow data its "matter transition states" instead of summing every timesheet up to the planets; beware the vacuum culture of data teams grabbing operational data they don't understand; and make teams stamp and own what they present. (~54:15–57:15)
- Leaders without detail need confidence, and the tell of a leader without it is frantic pre-meeting phone calls and waffling objectives.~46:00
- Read the budget-change-over-time curve: cost rises as the team engages, falls through constructability: those bends are management inflection points.~46:30
- "Actionable insights," defined properly: a 0.8 you can drill into: which crew, which unit, which fix.~51:00
- Grant's answer to data trust at Stead Global: nothing is ingested autonomously: people upload through a staging screen, see what changed, and confirm it. "People trust the data a lot more because they can literally see who uploaded it and confirmed it."~58:30
- For students and career-changers: "The turnaround industry would love to have your mind and your body… hit me up on LinkedIn and I will put them to work."~59:30
Docs, AI & the Rogue IT Group
"Let's hard shift." The topic Grant has been losing sleep over: document contextualization. Engineers can model in HoloLens all they want. The field builds from isometric drawings, and the tools for managing tens of thousands of them are "almost non-existent." What follows is a ten-minute, uninterrupted account of pointing vision AI at a billion-dollar project's drawing set, and what it found.
"What we're finding is that well-guided AI is able to produce better results than what humans can… We processed 8,000 piping isometrics, validated against every other source, in less than a week."Grant Stead · ~1:08:30
The problem
A billion-dollar renewable-diesel greenfield in Nebraska: 8,000 piping isometrics, 64,000 documents total, mislabeled and misorganized in the document system, with a prior contractor paid millions to hand-build work packages from PDFs and Excel, "really to no value." One drawing turned out to be page one, six times, and those spools had never been sent to fabrication at all. (~1:04–1:08)
The fix: Doc Ultra
Stead Global's tool parses every title block (line numbers, specs, revs) and automates the material takeoff using vision AI, then shows the drawing beside the extracted table for human validation. Result: a fully validated MTO database of almost 100,000 records: "their procurement team is tripping out… they're just blown away." (~1:06–1:09)
- The dirty secret: engineering usually can't hand over a material takeoff by drawing number. Grant has seen it done exactly once.~1:10
- Orion's frame: this is Schedule Validator for document control: "AI is really the necessary piece to actually creating good validation around this."~1:11
- "We eat our own dog food": Grant is in the saddle using the tools himself: 450 isometrics into a resource-loaded schedule, on his own project.~1:15
- The team behind it: all full-time, in-house, same time zone: a developer in Canada, "a kid in Poland that makes the best Power BI stuff I've ever seen."~1:16
- The grind doctrine: "There's a lot of promise of technology, and people forget that you still can't be lazy. You have to get in the chair and do the work."~1:17:30
- Service as the moat: a major client was suing its last tech provider; Grant's pitch: "my CTO lives 20 minutes from right here. You will have his address, and you can go knock on his door."~1:21
- Build the technology around the client's process, not the other way round: the piping superintendent who became the tool's champion overnight.~1:22:30
- Orion's closing riff: tools-before-process is why product purchases fail: "you can build a company that way, but it's like gardening without a spade."~1:24
The Big Ideas
Three ideas carry the episode. Sketched here the way a turnaround war room would whiteboard them.
Culture on a 4,000-person event isn't a value statement: it's the byproduct of planning deep enough that every hand is handed a task, every shift.
A ladder for executive reporting: each rung is worthless to a leader without the one above it.
Two documents that both looked right in isolation, and cost $80M because nobody put them on top of each other until a week before execution.
The schedule (P6)
- A time-scaled, detailed estimate
- Every weld & bolt-up, man-houred by craft
- Says when each discipline is needed, and how many
The committed resource plan
- What the purchase orders actually buy
- Headcount by contractor, by day
- Often leveled flat: no ramp in, no ramp out
Quote Bank
The best on-the-record lines, gathered in one filterable place. "Highlight" marks the lines most worth scrubbing back for; quotes lightly condensed, timestamps approximate.
Turnarounds 101 ~0:00–6:50
- Highlight"A turnaround is a maintenance event at its core. But of course, we are creatures of opportunity."
- "You've got a $500 million turnaround: you're gonna have five to six thousand people at peak, a labor burn rate in the $8-million-a-day range, working 24/7."
- "You'll have maybe 200 people planning the event for a year, and then within two or three shifts you'll go up to a full staff of 4,000."
- "You're opening every tower and crawling them, cleaning them, tearing compressors apart, replacing entire piping circuits, touching every piece of equipment in that unit, like ants on an anthill."
- "A cat cracker, just that one unit, will lose $500,000 a day in lost opportunity. I've been on turnarounds that went poorly and they had to declare force majeure because they couldn't provide jet fuel to Delta."
Culture Is Cadence ~6:50–22:20
- Highlight"Culture is cadence… If I can't effectively tell 400 welders on day one where to go put their stick, boom, you just blew up the whole turnaround."
- "For a turnaround on that scale, you're gonna have anywhere between 70 and 100 thousand activities in a schedule."
- Highlight"These people are there to work. If you can't tell 'em what to do, they're gonna find something to do, and that is where the culture goes awry."
- "You'll be on high-energy events where people get hot and bothered when they don't know what's happening. I use the term: no running by the pool."
- "The priority is to open everything and do your inspections. I don't wanna put anything back together; if I've got manpower, I'm tearing this unit apart."
- "I've seen a $20 million change get approved in less than 24 hours."
- "I've seen the smallest of parts shut down an entire startup. We needed a little light bulb… and you find this out five hours before you're supposed to start up."
The Mercenary Workforce ~22:20–31:23
- Highlight"A turnaround welder might only do two, maybe three turnarounds a year, actually work six months out of the year, and be putting down three to four hundred thousand dollars a year."
- "When I went up to the turnaround, there were a whole lot of Texas license plates in the parking lot."
- "Contractors will say, 'I can bring you 300 welders overnight.' What we're seeing in the industry is missing the ramp-in by maybe 20, 30 percent; they get to peak on a three-day lag."
- "If seven days out you don't have a name, you don't have an engagement. No ring, no date, no engagement."
- "The turnaround manager will call another turnaround manager, Citgo to Valero, and say: hey, I'm gonna pull mine up a week, you move yours back a week."
The $80M Mismatch ~31:23–45:18
- Highlight"The entire tower, the trays and everything, was sparkling, shiny silver… It was filled with mercury. Literally four inches of mercury at the bottom of a 120-foot tower, and no one's expecting it."
- "It's the owner's circus, and it's the owner's job to ask for this many lions, this many tigers, this many bears."
- Highlight"If you've got 5,000 people working at a 0.8 productivity factor, that's 20 percent: a thousand of those people could have stayed home… They could have been fixing every pothole in Toledo."
- "There were periods where the schedule demanded 80-plus welders and they had 20, and periods where it needed 20 and they had 80. We had a plan and we had resources committed, but nobody ever looked at them together."
- Highlight"The minute we got it overlaid, I said: they are gonna spend $80 million more than they have to. And that was absolutely true."
- "The field is in the details; they live in the details, because they have to do it. So build your schedule to match the field execution."
- "In a turnaround, I need P6 to move those little Tetris pieces exactly where they need to go… I need to move them where they fit, like grains of sand."
The Three I's ~45:18–1:00:43
- Highlight"The three I's, in order, are information, insights, and interventions… Intervention is the only thing that matters. That's the only thing that makes money."
- "Now that you told me it's a 0.8, is that good or bad? Unless you tell me what the options are, all of that's useless as a leader."
- "If the people reporting to you aren't reporting in an intervention methodology, you need to start digging, the classic: don't bring me problems, bring me solutions."
- "If your data's late, an executive will always remember that: it says the data is not trustable. If you can't produce the data on time, on demand… where is this coming from?"
- "Analytics without the context of the crew, and without strong discipline, results in bad analytics. And once you lose trust, it's over."
- "By not just reaching in and grabbing information, people trust the data a lot more: they can literally see who uploaded it, on what day, and confirmed it. And we know it's real."
- Highlight"The turnaround industry would love to have your mind and your body… They can hit me up on LinkedIn, and I will put them to work."
Docs, AI & the Rogue IT Group ~1:00:43–1:25:30
- "The welders in the field look at an isometric drawing. That's what they do… and the tools to help them manage that are almost non-existent."
- Highlight"There are 64,000 documents that make up that billion-dollar facility, mislabeled, misorganized… it's horrendous."
- "We found one drawing where all six pages were just page one, six times. Come to find out, those spools were never sent to fab, and everybody's saying, 'we've got all the piping we need for that circuit.'"
- Highlight"What we're finding is that well-guided AI is able to produce better results than what humans can."
- "We processed 8,000 piping isometrics, spot-validated against every other source, in less than a week, and ended up with a material-takeoff database of almost a hundred thousand records. Fully validated."
- "We eat our own dog food. We build things so that we can use them, and I am in the saddle using it."
- "There's a lot of promise of technology, and people forget that you still can't be lazy. You have to get in the chair and do the work."
- "I told him: my CTO lives 20 minutes from right here. You will have his address, and you can go knock on his door. The sigh of relief was audible."
- Highlight"We don't build a technology and tell our clients to conform their process our way. We build our technology around their process… I think of us as kind of a rogue IT group."
- "People who think no-code, low-code tools should lead process are missing the point. Sure, you can build a company that way, but it's like gardening without a spade."
Bookshelf & Links
Everything named on the show, plus where to find the people and the episode. No books this time: episode 001's shelf is tools, people and one leadership framework.
Named on the show
- Framework
- The "three I's": information → insights → interventions. Grant credits it on air to a mutual friend of his and Orion's, now with Cenovus Energy. (~47:00)
- Tool
- Schedule Validator, raised by Orion as the reference point for automated QA: "a new startup tool… they're just going gangbusters." (~1:11)
- Grant's tools
- STO·IQ ("Stoic"), Doc Ultra, Cost Reaper and The Piper, all via steadglobal.com. (~1:26)
- Case in point
- The document-management war story unfolds on a billion-dollar renewable-diesel greenfield in Nebraska; the labor stories run through BP Toledo and the Gulf Coast. (~1:04, ~24:30)
The episode
- Listen
- Episode page (Podbean) · Apple Podcasts · Spotify
- The guest
- Grant Stead on LinkedIn · steadglobal.com
- The host
- Orion Matthews on LinkedIn · Queryon
- The show
- themajorprojectpodcast.com · new conversations from the people building projects over US$1 billion.
- Up next
- Teased in the wrap-up: a document-control specialist joins the show, the perfect dovetail to this episode's second act.
Banner photos are licensed sector imagery of refineries at night, via Wikimedia Commons: Night at Valero Refinery in Chalmette, Louisiana (01) and (02) by Shannon Dosemagen, CC BY-SA 2.0; Blue hour fog over Preemraff oil refinery by Brofjorden by W.carter, CC BY-SA 4.0. They depict the sector, not a specific project discussed in the episode.
