Executive Summary

Accomplished Leader in the Commercial Construction and Multi-Family industries. A highly successful track record building and managing over $2 Billion of construction projects in the K-12, Higher Ed, Senior Living, Mid-Rise Condo, Corrections/Courthouse, Hospital, Office and Retail markets. Project delivery types include Owner/Builder, CM-at Risk, CM Agency, Design/Build, and Hard Bid. Comfortable directing, coaching and leading individuals, work-teams and corporate organizations to exceed business objectives and expectations. Visionary with strategic management focus.

Professional Experience

2007 to Present, SEDA Construction Company, Jacksonville, FL
www.SEDAconstruction.com
Vice President of Construction

Lead design, permitting, estimating, and construction operations for the largest locally owned residential developer-builder in Northeast Florida producing over $60 million in revenue with pretax profits exceeding $6 million.

 Reduced direct building costs by over 5% in 6 month span by creating a standardized set of specifications, rebidding all contracts, and giving more work to fewer subcontractors. The improvements further resulted in cycle time reduction by over 60 days from point of sale and net savings over $3 million.

 Upon arriving at SEDA, redesigned 3 story Tuscan-style townhomes to eliminate major water intrusion issues and lower cost of construction by 10%.

2006 – 2007, Pulte Home Corporation, Jacksonville, FL
www.pulte.com
Division Director of Construction

Directed preconstruction and construction operations for Pulte's (a Fortune 125 Company) $300 million Northeast Florida building operations. Managed a team of over 100 construction professionals delivering over 1400 units, yielding pre-tax profits in excess of $40MM, until drastic market conditions forced major restructuring of the organization. Primary focus was low rise and mid rise condominiums (up to 40 units).

 Reduced build times on 4 story condominium buildings by 90 days, strengthening return on invested capital for the division. Gains made through scrutinizing design details, taking a commercial construction approach to scheduling, and accountability of staff through interim milestones.
1998 – 2006, The Quandel Group, Columbus, OH
www.quandel.com
Vice President of Ohio Operations (2004-2006)

 Provided operational leadership for all P/L and SG&A expenses for ENR Top 100 CM firm focused on Educational, Senior Living, Healthcare, Correctional/Courthouse and other Commercial Construction markets. Led a team of over 100 persons managing construction of over $200 million annually. Extremely active in Business Development and Community Relations.

 Enhanced productivity results through investment in staff by implementing professional training programs, development and review of performance objectives, demand for accountability, and regular recognition of contributions.

 Reduced SG&A overhead expenses over $200,000 (9%) through the elimination or consolidation of positions, creation and management of zero based budgets, and by driving accountability to department budgets and reimbursable expenses.
Vice President (2001-2004)

 Relocated to Cincinnati to start up local operations. Established professional network and targeted strategic project pursuits to negotiate and acquire over $300 million in construction work from 2001 to 2004, earning a NIBT of $600k after 3 years. Currently ranked 3rd on the Cincinnati Business Courier’s List of Commercial Contractors.
 Led all 3 Ohio markets in profitability from 2003 through 2006, through holding a higher standard of performance for my team members, regularly engaging in their execution results, lending support as necessary, and providing honest feedback along the way.
 Directed Sales/Marketing staff as well as outside consultants (lobbyists) to establish sales leads, strategize and plan business pursuits, monitor progress, organize cost proposals and presentations, and negotiate contracts. Active in local community and business networks and regularly engaged in local events as the organization’s face to the community.
Project Executive (1999-2001)
Preconstruction Director (1998-1999)
Senior Project Manager (1998)

1997 – 1998, The Haskell Company, Jacksonville, FL
Project Manager
www.haskell.com

 Utilized design and construction background to join “America’s Design-Build Leader” (over $750 million in sales annually) and led design, estimating, and construction of several public buildings including a university sports complex, a testing laboratory, and office building and the first municipally owned charter school in the United States.
1994 – 1997, Steed-Hammond-Paul, Cincinnati, OH
Director of Construction
www.shp.com

 Developed and led CM Division for 150 person A/E firm focused primarily on Institutional Buildings. Grew Construction Administration staff from 2 to 13 persons. Implemented A.I.A best practices as a source of structure for construction administration procedures. Involved in all design and construction claims in all four regional offices.
1986 – 1994, Stephen Gross and Sons, Hamilton OH
Vice President

 Started as Field Engineer promoted to Project Manager/Estimator then to Vice President of small, family owned Hard Bid Building Contractor self performing excavation, concrete and carpentry. Project types consisted of K-12, Higher Ed, Retail, Correctional/Courthouse and Office.

Education and Associations

 1986 Graduate of University of Cincinnati, with a Bachelor’s Degree in Civil Engineering.
 Co-op student with J.A Jones on the Red River Lock/Dam in Vick, LA and the Hood Canal Floating Bridge in Puget Sound, WA.
 Graduate of the Ohio Real Estate Salesperson Program.
 Certified Healthcare Contractor, as recognized by American Society of Healthcare Engineering.
 President, Saint Johns Lacrosse Association.
 Former member of Vistage – “The World’s Leading Chief Executive Organization”