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ships, which are setting a new benchmark in green ship technology. When completed they are expected to be the largest ships of any type in the world primarily powered by liqueÞ ed natural gas.Ó NASSCO and Larson approached these ships like any other program. After identifying the risks associated with the design, procurement, and construction, each one of those metrics was addressed through execution of a risk management plan. Larson adds, ÒFor example, it is par- amount that we work closely with United States Coast Guard (USCG) and ABS to understand any regulatory and design challenges associated with the LNG fuel gas system, from arrangement conÞ gura-tion to hazardous zone deÞ nition to trim and stability calculation. We have worked closely with USCG and ABS personnel since the outset of the program in con-junction with DSEC and our equipment suppliers. This program is on track and the design will complete on time before the end of 2013.Ó We Þ nished up by asking about the 600 pound gorilla in the room Ð concerns over the potential cutbacks from the federal government and shipbuilding programs as a function of the ongoing sequestration battles. That discussion has NASSCOÕs Chief commercial executive square in the middle of it. For his part, Larson likes where the yard is sitting, saying only, ÒNASSCO has a well-balanced portfolio with commercial new construction, gov- ernment new construction, and U.S. Navy repair projects. This provides NASSCO the ability to shift resources when the al-location of work changes between each business segment.Ó Nevertheless, keep- ing that portfolio balanced going forward could be LarsonÕs biggest challenge. He likes his chances of doing just that. As NASSCO launches a new era for its upgraded facilities, Þ lled with a fat back- log, Parker Larson is arguably the perfect candidate to lead the Þ rmÕs commercial sector as it takes on some of the most ex- citing and cutting edge shipbuilding proj- ects on the planet. And, thereÕs no place else heÕd like to be. MP #4 18-33.indd 23MP #4 18-33.indd 2312/11/2013 1:05:21 PM12/11/2013 1:05:21 PM