Professional Profile

Program and Project Development / Cross Functional Project Management / Risk Management / Estimating and Procurement / Schedule Execution Plans / Quality Control / Client Relationship Management

Bachelor Degreed, Project and Operations Management Professional with more than 11 years of operations and project management experience, most recently as Director of Project Management for Total Energy Corporation. Highly effective Project and Program Manager with a reputation as a strategic thinker, team builder, and problem solver. Strong expertise in directing and managing complex technical projects with cross functional teams in global environments. Successfully completion of Energy, Medical and Residential projects up to 17,000,000. Excellent communication skills and ability to interact with individuals from all organizational levels. Proven leadership in crises management, quality management and proponent of out of the box thinking methodologies to drive innovative solutions for both the company as well as its clients.

Key Areas of Expertise

Creating a Shared Project Management Vision Ability to Motivate Engage Others Managing Competing Priorities and Resources in Fast Paced Environments: Managing all Phases of Project Lifecycle from Development through Commissioning Critical Path and Contingency Planning Multiple Project Management Global Project Management Project Bidding Build-Outs Adjustments Change Management Offsite Project Management Product Development Highest Standards of Ethics Integrity.

Professional

Experience Accomplishments

Confidential

Director of Project Management

Developed and implemented a PMO to centrally coordinate 3 business units to strengthen procurement, field management and overall internal business continuity. Total Energy Corporate, Total Energy Fabrication and Total Energy Heavy Haul. Developed PMO organizational structure, standard operating procedures, procurement processes and software integration. Lead the projects department through successful completion of 3 of the largest projects in company history. Solidified the foundation in the projects group enabling the company to take on substantially larger and more complex projects. As Director of Project Management I had 6 direct and 6 indirect reports managing 30- 50 million in ongoing construction, demolition and transportation projects.

Project Highlights:

• Complete dismantle, rigging, transportation, and modification of the 6 largest bullet tanks in the United States from Louisiana to Ohio as part of a 1 billion dollar project. Contract value 7,000,000
• Supplied, transported, installed and modified over 3,000,000 gallons of various storage vessels for Pennsylvania's largest gas processing plant. Contract value 17,000,000 of a 1.3 billion project
• Complete dismantle and decommissioning of several MGP sites in Connecticut, New York, Massachusetts and along the Hudson River. All these were Public Utility Projects and highly sensitive environmental sites.

Key Accomplishments:

• Implemented Purchase Order System, Master Service Agreements and standard contract language limiting Total Energy's risk and exposure
• Product Development -- Instrumental in proof of concept through successfully delivering increasing complex projects/products and ultimately proving ability to deliver new core products.
• Selected for and completed Executive Development Program
• Interim General Manager for Total Energy Fabrication Division 7 direct and 100 indirect reports
• Served on Advisory Board for Total Energy Corporation
• Integrated Project Management Software in both Total Energy Corporate and Total Energy Fabrication
• Successfully moved the Project Management Office from North Salem, NY to Stillwater, OK

Medical and Government Professional Experience Accomplishments

Confidential

Specialty Construction Medical / Government

Director of Field Operations Confidential Managed all field operations of Valeo Pillar and sister company Radiation Shielding Systems. Responsible for overall project and field operations success and efficiency. P L accountability to all general contracting projects company wide. Charged with establishing the Project Management side of a newly developed core product of general contracting. Wrote and executed design/build, design/bid/build and project contracts. Established systematic project management approach through, reporting, scheduling, procurement processes, and contract payment schedules. Structured payment schedules ensuring each project runs in a positive cash flow cycle while maintaining a highly positive customer relationship. Managed 12 direct reports and 12- 15 million in ongoing construction and fabrication.

Project Highlights

• Design, Engineering, Fabrication and Installation of medical shielding projects in Memorial Sloan Kettering, NYU Langone, New York Presbyterian and Mount Sinai cancer treatment hospitals.
• Design, Engineering, Procurement and installation of shielding facility for Homeland Security funded experimental container scanning equipment
• Design, Engineering, Fabrication and installation of all shielding requirements for 180,000,000 Columbia Northwest Corner Building
• Design, Engineering, Fabrication and Project Management of 2,000,000 TomoTherapy cancer treatment addition in Sidney, MT
• Consistently met or exceeded customer expectations related to schedule and quality management of field operations.
• Implemented project management and general contracting processes for newly developed side of business.
• Developed roles and accountabilities for project management, site management, and procurement procedures
• Obtained government approval for procurement and requisition procedures.
• Participated and presented projects in government CDR Critical Design Reviews for panels of scientists and government officials in DNDO Domestic Nuclear Detection Office.
• Structured contracts, subcontracts and payment schedules to maintain positive cash flow on projects up to 2MM.

Confidential

President/Founder

• Secured start up funding and investment capital. Actively developed core base of electricians and wholesalers to carry and introduce EZ Energy Savings products to local markets.
• Created partnerships with electricians throughout the Texas and New Jersey regions
• Developed demonstration kits and sales tools that proved instrumental in successfully closing residential and commercial accounts consistently.
• Worked with local business owners in designing energy saving systems lowering electric bills between 5-15
• Effectively negotiated pricing strategies that allowed for ROI between 12-18 months while remaining profitable

Residential Construction Management Career Highlights

• Entrusted by senior management with conducting an in-depth site development analysis in 2008 that identified 2 building sites with risk of foundation failure and legal exposure, thereby saving the company approximately 1 million in legal costs.
• Reduced in 2007, construction-build times in a single subdivision by 19 on average. Consequently, this reduction saved Perry Homes 75,000 in interest and 25,000 in monthly carrying costs, while simultaneously freeing up capital to pursue other ventures.
• Reduced in 2 years, the average completion of customer service requests from 18 days to 3 days by improving building practices and ongoing active management of direct reports.
• Selected by Vice President to reorganize the premiere subdivision in San Antonio. In an 8 month period improved homeowner satisfaction from 37 to 100 while simultaneously increasing productivity by 38 lowering build times from an average of 181 days to completion to 111 average days to completion .

Confidential

Project Manager

• Scope of duties consisted of managing a team that built over 175 homes in South Texas. Additionally, charged with improving operational efficiencies and functional project areas such as pricing negotiations, site development, HR budget management, CRM, and quality control initiatives.
• Entrusted by senior management with managing a 10.4 million annual budget to a 4 variance while simultaneously accomplishing the following 3 items: 1 Implemented a systematic construction approach for each project 2 Reduced construction build times by 19 and 3 Achieved 40 profit margins.
• Managed and developed 9 assistant project managers, which proved instrumental in 5 of the 9 assistant project managers receiving promotions within a 18-month time period.
• Obtained 100 customer satisfaction through surveys in 2007
• Collaborated with more than 300 cross-functional workers on each residential building project including land developers, engineers, estimators, operations, sales, design, PO assistants, PM assistants, sub-contractors, and inspectors.

1st Assistant Project Manager

Confidential

• Primary duties focused on scheduling projects and quality control initiatives from land clearing to sheetrock stage. Worked as part of a cross-functional team with site supervision and client/vendor communications, including weekly updates and conducting meetings with the client before assigning the next phase of home construction to the 2nd Assistant Project Manager.
• Developed a working project schedule of actions that consistently reduced construction build times from 60 days to 50 days or less.
• Conducted in-depth pre-construction and pre-sheetrock meetings with clients and sales personnel. Consequently, reducing client change request errors. As a result of the success rate, these meetings became company policy in 2006 with all future clients.

2nd Assistant Project Manager

Confidential

• Responsibilities included scheduling a wide-array of projects from sheetrock to completion, including vendor and material management, client orientation walk through inspections, and closely managing warranty matters in 11 different projects.
• Achieved outstanding record with finished out homes that resulted in 10 or less deficiency items found during final homeowner orientation inspections.
• Demonstrated track record of closing 5 , 3,000 4,500 square feet homes per month while other 2nd Assistant Project Managers were closing an average of 2 to 3 homes per month.
• Scheduled and set realistic expectations for warranty work on client's homes in a timely and accurate manner, resulting in homeowner satisfaction scores increasing from 73 to 95 , between 2004 and 2005.

For more than 25 years Newmark Homes ranked as one of the top 15 single family home builders in the nation. Newmark has been welcoming families, establishing communities and winning design trend awards

Construction Superintendent

• Responsible for all phases of construction from lot clear to closing of the home as well as warranty calls.
• Promoted after 3 months with the company, for exceeding conflict resolution and customer relationship standards. Subsequently, selected by the Area Manager/Project Manager to handle difficult clients and/or take over projects and warranties that were poorly managed, in an effort to turn them around to a successful completion.

Awarded Construction Superintendent of the Month for having a 97 production score while carrying 17 projects simultaneously.