Steve Wheeler, Sr. Vice President, Maintenance & Operations

Steve Wheeler

Functional Expertis

Steve's 40-year career has included roles as Vice President of Operations, Director of Operations, and Project Manager.  He has been involved with building operational integrity for maintaining fidelity to all corporate policies, procedures and protocols for:  Mechanical Integrity/Reliability Centered Maintenance (RCM); Personnel Competency and Training; Process Safety-Incident Management; Hazardous Identification and Management of Change; Contracted Services and Materials; Performance Assessment; and Continuous Improvement.


Dynamic, top performing professional with diverse experience in Maintenance & Operations.  A consistent record of delivering results, developing and implementing strategies to grow client revenues and leading effective teams.

  • Has been responsible for implementing Computerized Maintenance Management Systems (CMMS) for identification, screening, authorizing, planning and prioritizing and reporting of repair work; identification of critical equipment, and critical equipment spare parts inventory.
  • Trained and led teams implementing Lean Methodologies such as Value Stream Mapping, 5S, Poka-Yoke, Kaizan, SMED (Single Minute Exchange of Dies), OEE (Overall Equipment Effectiveness), Single-Piece Flow, Visual Management and Work Standardization.
  • Led four projects at 11 project sites for a major oil producer in Alberta, Canada.
  • Implemented a CMMS system for a major glass plant in Kentucky.
  • Improved maintenance reliability in the Upgrader process at a major Canadian mining / oil producer.
  • Merged seven chemical plants to two plants in a $750M merger/acquisition.
  • Assistant Project Manager of Project Control for a refinery expansion project - $388M AFE for a 50,000 B/D Hydrocracking Unit and a 250 Tons per day Delayed Coking Unit with 19 associated offsite projects (Amine Unit, SRU, Flare, etc.). 
  • Has worked on consulting projects at Suncor, United Nuclear, National Grid, Coastal States Petrochemical, El Paso Energy, Tennessee Gas Pipeline, Standard Oil, Phillips, Husky Energy,  Kerr-McGee, Estech Chemical, Inland Steel, Arcelor-Mittal, Nissan Forklift, Houghton Chemicals, Cities Service and Tobyhanna Army depot (the government’s largest repair facility).


  • “How Many Process Engineers Does it Take to Change Culture?” Presented at the Hazards25 Conference in Edinburgh, Scotland
  • “OK, So Our Culture Sucks!  What do we do now?” Presented at the Global Congress on Process Safety, Austin, TX
  • “Impact of Culture Change on Mechanical Integrity on SIS (Safety Instrumented Systems)”
  • “Risk Mitigation Options for High Risk Process Loops”
  • Middle East Operational Excellence & Integrated Management Forum, Dubai, UAE: Achieving Operational Excellence through Management Operating Systems (MOS)


M.S. in Marketing, Ball State University

B.S. in Business Administration, Ball State University