SUMMARY:

Hands on leader adept at building high performance teams and leading operations, safety, sales, quality control and productivity with - in the specialty contractor construction industry. Proficient in scheduling, estimating, project performa and contract negotiations with strong knowledge of safety management. A skilled negotiator and deal-maker successful at capturing cost reductions, managing change initiatives, facilitating smooth running operations and ensuring the achievement of long-term strategic objectives.

AREAS OF EXPERTISE:

• Driving Change
• Improving Business Processes
• Managing Budgets and P&Ls
• Standardizing Operations
• Applying Financial Modeling/Forecasting
• Growing Revenue & Profits
• Leading & Developing Teams
• Creating Strategic Plans
• Developing New Business
• Resolving Customer Issues

PROFESSIONAL EXPERIENCE:

Senior Project Manager

Confidential

Responsibilities:

• Project Management: Management responsibility for all phases of project execution, submittals, shop drawings, buyout, scheduling, field operations, inspections and closeouts.
• Service/ Maintenance: Developed and implemented a 3 Year Strategic Plan allowing for 200% growth in the service and maintenance business division.
• Operations: Introduced “Lean Concepts” to the operational team with the first goal of reducing direct cost 4% over prior year.

Project Executive

Confidential

• Safety: Directed the development of a SSSP (Site Specific Safety Plan) to meet the owners Industrial Safety requirements and a project specific safety observation process.
• Mobilization: Developed a comprehensive mobilization plan to include personnel qualifications and testing, equipment selection and approvals and means and methods review.
• Schedule: Established baseline schedules to meet contract requirements linking them to crew builds and production rates. Utilized Plan of the Day, 5 day look ahead and base line schedules.
• Financial: Created a project dashboard allowing for the tracking of KPI throughout the project completion. KPI to include, Safety, Contract Margin, Work In Progress, Monthly Billing, Quarterly Billing Projection, Cost to Complete.

President/ Operations Manager

Confidential, Richmond, VA

• Business Development: Directed the expansion into the Federal sector through teaming agreements and Mentor- Protégé Programs managed by GSA. Increased revenues 55% in the government sector.
• Operations: Applied “Lean” management principles, driving out waste throughout the organization. Successfully increased productivity by 18% over previous metric.

Vice President

Confidential, Miami, FL

• Process Improvement: Implemented a process driven culture, leading to continuous improvements in financial, sales and operational performance.
• Business Development: Drove business growth 125% of projected budget by optimizing field productivity, managing market and material pricing trends, and key performance indicators.
• Revenue Planning: Created a sales and revenue calendar allowing for the accurate identification of revenue shortfalls and manpower planning and allocation. Generated performance of 120% to plan for the West Palm Beach business unit.

Vice President

Confidential, Georgetown, KY

• Safety: Directed the Site Specific Safety Plan utilizing Behavior Based Safety Program models to drive continuous improvements in the safe performance of all activities. Achieved “Zero” recordable accidents over a two year period.
• Sales: Negotiated a $40 million contract extension with Toyota made feasible through the implementation of a “Kaizen” management style. Resulted in Toyota bypassing their acquisition policy and negotiating the project directly.
• Operations: Directed the development of a “50 Square Model” detailing all required items from manpower through materials, production, quality, safety, and cost objective goals. Increased productivity by 10% while improving safety, quality and profitability.
• Project Management: Managed one of the largest roofing projects within the North American industry for Toyota valued at $86 million (2001-2007). Applied Lean management concepts and created a written process manual for all activities.
• Continuous Improvement: Initiated a corporate wide continuous improvement project utilizing consolidated performance metrics as a basis to drive improvements and indentify variances at the branch business unit level. Potential bottom line improvement of $10,500,000 on a 3% reduction of direct cost with no additional revenue.

Regional Sales Manager

Confidential, Middletown, OH

• Capacity Management: Partnered closely with the CFO in the development of a forecasting tool allowing for the accurate identification of available line time and specific product profitability. Successfully identified profitability by account while filling 54 days of new found capacity.
• Sales Management: Instituted new sales strategies, controls and metrics and transitioned the function to a solutions focus. Generated $40,000,000 in revenues bringing the facility to capacity operating levels.
• Annual Operating Plan: Spearheaded the development and implementation of the annual operating plan. Responsible for presenting the plan to C- Level management team.

Roof Division Manager

Confidential, Mason, OH

• Sales: Increased revenues from $12 million to $16 million (25%) while maintaining profitability.
• Transformational Change: Re-engineered the engineering support division creating a customer focus and departmental cultural change. Utilized new software to create new processes and improve performance, transforming the division into one of the best in the industry
• P&L: Collaborated with CFO in developing the first divisional P&L statement. Quickly indentified the division profitability clearing the way for future investment and growth.
• Product Development: Indentified gaps in product offering and developed a divisional business plan to satisfy customer product requirements. Developed and introduced 3 new product offerings in year one.
• Business Development: Interfaced with Japanese ownership for technical transfer and product training. Collaborated on the first pre-engineered metal building in Japan.
• Manufacturing: Introduced state of the art manufacturing methods and equipment utilization applications to the product manufacturing team. Successfully added new production equipment and processes leading to a 5% reduction in manufacturing cost.

Vice President

Confidential, Sellersburg, IN

• Sales: Developed the architectural sales team and created the “350 Regional Sales Plan”. Increased revenue by 22% or $8,000,000 in the first year.
• Multi Site Management- Interfaced with 12 General Managers on a national basis to provide sales training, sales tools, product training, technical support and pricing. Developed strong working relationships at the GM level leading to increased product sales and divisional support.
• Product Development: Directed the re-engineering of all current products to industry standards, and the addition of new products to fill out the product line. Introduced six new products to the market in year one.
• Marketing: Played a pivotal role in the development and publication of new product installation and pricing manuals. Resulted in these manuals being considered the best in the industry.
• Manufacturing: Joint oversight of all manufacturing, equipment selection, installation and capital expenditures. Partnered closely with the COO and CFO in the development of a state of the art product manufacturing facility.