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Robert J. Shaker
OBJECTIVE
An Executive Management position in REAL ESTATE OPERATIONS/DEVELOPMENT/CONSTRUCTION.
SELECTED CAREER HIGHLIGHTS
• Multi-disciplined Professional: Construction and Property Management and Educational background encompassing, business development Strategic Planning, Marketing, Construction Project Management and Teaching
• Technical Expertise: Offer BS with proven abilities to project management controls, estimate systems, design support, pre-construction services, public property management and maintenance.
• Project Executive: Full profit and loss accountability for key client projects involving scheduling, cost accounting, cash flow analysis, purchasing and professional relations.
• Human Resource Management: Recruit, assign, motivate and evaluate management and support staff. Develop and implement progressive policy for 30 to 100 employees.
• Presentation & Sales: Strong ability in preparing and coordinating for excellent presentations.
PROFESSIONAL EXPERIENCE
CORDERMAN & COMPANY, INC. 2007 – Present
Previous Employment:
Churchill & Banks, LLC – Executive Vice President 2002 - 2007
Shawmut Design & Construction Company – Vice President/Project Executive 2001 - 2002
Beacon Skanska – Vice President 2000-2001
Beacon Construction Company – Vice President Special Projects 1992 -2000
Sullivan & Foster, Inc. – Vice President Operations 1984 - 1992
PRINCIPAL & PROJECT EXECUTIVE:
Boston, MA
CORDERMAN & COMPANY, INC.
As managing principal my role involved the day-to-day management and coordination of the Corderman Co. business, including office and field operations. Field employee scheduling; superintendent assignments, labor distributions and outsourcing by designed programs. As a project executive I managed preconstruction activities for a select group of clients and coordinated and executed a variety of construction management projects for several financial, office and commercial facilities renovations. Home office responsibilities include driving marketing effort, developing and presenting proposals with cost estimates; negotiate terms of customer contracts. Provide quality design and project management services. Provide critical strategic planning: execute project staging and logistics.
Field services include all the management of all aspects of design, planning and execution of assigned construction and tenant installation projects for commercial clients. Analyze existing and proposed designs; suggest improvements to plans, methods, and materials. Overseeing the scheduling of projects, select and procure of materials; assign personnel and engage qualified subcontractors. Oversee all phases of project execution; approve engineering/design changes; troubleshoot and resolve complex technical problems, consistently meeting project deadlines and highest possible quality standards. Maintain clear communications and positive relations with clients, subcontractors and the community.
• Head of the company training initiative.
• Serve with the co-principals on matters germane to Personnel and Marketing.
• Highly skilled in use of computer systems; utilize numerous software programs for effective project scheduling and cost accounting applications
• Expert troubleshooter; identify complex problems; resourceful and inventive in implementing creative solutions with enhanced sensitivity to cost, efficiency, and deadlines.
EXECUTIVE VICE PRESIDENT:
Providence, RI
CHURCHILL & BANKS, INC.
Churchill & Banks is a privately held corporation engaged in the acquisition, development, construction and management of office, industrial, retail and residential properties in New England and North Carolina.
The firm and its principals have been a vital and innovative force in the real estate industry for more than a quarter of a century, with an active building program followed by quality care property management. Our corporate mission is to identify and develop real estate investments that create value for our shareholders and financial partners.
In the year 2000 a change in the company organization advanced a need to complete a rebuilding of the company’s construction division. Competing in an extensive search by the company, an agreement was reached between Churchill and Shaker that began a new era for Churchill & Banks.
Having complete autonomy over the construction division and with a desire to expand operations a business plan was developed and implementation ensued to rebuild this division. Early projects with the developer created the first line of success followed by client relations formed with the Lifespan organization and their Rhode Island Hospital entity. Relying on relationships with architectural firms from previous years, the construction division began a start up pre-construction and construction program that grew to 15-million in the first year and 33-million in the second year of business. The construction division has established itself as a builder for the distinguished food market retailer, Stop & Shop Supermarkets, a growing New England concern.
Responsibilities:
• Developed a working and ongoing business plan for this newly formed body.
• Began to interview and hire staff to be a part of the team of builders and to meet the new direction of the company.
• Lead the sales effort to secure negotiated contracts in this fast paced market.
• Create an orientation program for employees that would bring them through a structured environment with a focus on client satisfaction and quality control.
Accomplishments:
• Produced gross revenue of $652,000 Thousand on in-place volume of $15 million with a staff of eight.
• Hired new staff and assigned new staffing responsibilities to develop a team committed to the new restructuring of the business division.
• Explored the feasibility of expansion in the New England corporate/commercial, retail and institutional markets.
VICE PRESIDENT:
Boston, MA
SHAWMUT DESIGN & CONSTRUCTION COMPANY
Joined a fast growing, fast paced division responsible for high-end institutional and corporate construction projects. Provided the leadership in introducing the company to Brown University in Brown’s pursuit for a company to achieve a summer renovation project of the Pembroke Dormitory’s. Meeting the changing needs of the company transferring into the corporate arena assuming the lead on multiple high-end projects with demanding schedules and logistics. Clients include Citizens Bank, Putnam Investments, Deloitte and Touche, Boston Consulting Group, Providence Equity Partners, Leggart McCall, Merideth and Grew and other Real Estate and Development clients.
Responsibilities:
• Organize a workforce to meeting the explosive company growth. Goals of $40 million in Boston sales by the end of 2000.
• Motivate staff to receive the new direction and reward for performance.
• Lead the sales effort to secure negotiated contracts in this fast paced market.
• Create a training program for new employees that would bring them through a structured learning environment with a focus on project management.
• Professional and personal development of staff.
Accomplishments:
• Produced gross revenue of $2 million on in-place volume of $40 million with a staff of 12.
• Hired new staff and assigned new staffing responsibilities to develop a team committed to the new restructuring of the Business Unit.
• Explored the feasibility of expansion in the New England corporate/commercial markets.
• Obtained staff commitment to new philosophy and strategy.
• Awarded the Company mentoring program 2000.
VICE PRESIDENT:
Boston, MA
BEACON SKANSKA CONSTRUCTION COMPANY
Accomplished total responsibility for a start-up business unit for this contractor. Provided the know-how and leadership to achieve the corporate goals of becoming a profitable, broad based firm that could compete successfully against Boston contractors for New England work while maintaining existing client relationship and establishing new client relationships. New clients to the company included prestigious healthcare institutions as Massachusetts General Hospital, Beth Israel Hospital, Brigham’s & Women’s Hospital and Boston Medical Center. Other Institutional work included Children’s Hospital and Emerson College.
Responsibilities:
• Create new strategic plan to obtain more regional business.
• Reorganize to achieve goals of $40 million in Boston sales and receive $320 thousand in net earnings.
• Motivate staff to receive the new direction and reward for performance.
• Lead the sales effort to secure negotiated contracts in new building types.
• Investigate new markets for expansion; develop a business development plan to approach these new markets and to focus on new client relations within these markets.
• Create a training program for new employees that would bring them through a structured learning environment with a focus on project management.
• Introduce an estimating approach the allowed for improved knowledge of the estimator of the scope of activities of a project and the integration of the project manager to simplify the transition from estimate to construction.
Accomplishments:
• Boston sales increased from $22 million in 1994 to $36 million in 1996, with a regional expansion in 1996 -1997 to $12 million.
• Produced gross revenue of $246 thousand on in place volume of $32 million with a staff of 22.
• Will achieve total sales of for New England in 1998 of approximately $105 million.
• Hired new staff and assigned new staffing responsibilities to develop a team committed to the new restructuring of the Business Unit.
• Explored the feasibility of expansion in the New England institutional and corporate/commercial markets. Expansion has begun in this market in the Greater Boston area. An outreach has begun in our pursuit of new work in the New England region.
• Obtained staff commitment to new philosophy and strategy.
• Estimating activities became highly efficient with a motivation of the estimating staff that improved the quality of documents that were developed.
VICE PRESIDENT OPERATIONS:
New Bedford, MA
SULLIVAN-FOSTER CONSTRUCTION COMPANY
As the Operations Officer my responsibility focused on the managing this mid-sized general contractor in retaining current markets in the development of corporate/commercial and public sectors and introducing the company into the healthcare and specialty sector construction. The charge placed on my experience and background was to assess the company structure in light of a weakening economy and to recommend the restructuring and its realignment in the available marketplace.
Leading clients included Baybank, SE. Bank of Boston, Cape Cod Bank & Trust, Compass Bank, the Whaling Museum, Ziterion Theater, Salvation Army, Teledyne corporation, Acushnet Company, Dow Chemical, Comcare, City of New Bedford, Diocese of Fall River and the Archdiocese of Boston, and public contracts throughout Southeastern Massachusetts and the Newport Naval Base.
Responsibilities:
• Analyze the company’s operational practices vs. their annual budget to realign the staff to meet current market demands.
• Focus on current market trends and understand what technical skills and managerial talents were needed to sustain the company through the completion of its current program of work while developing a new growth philosophy.
• Create a business plan and establish a matrix of its performance goals.
• Develop a company mission statement that exploits the commitment of the company to its clients.
• Develop a cost control system that allowed for the management of both the Owner's costs and the contractor's costs on both a lump sum and GMP construction environment.
• Improve the reliability of completion of a project in a manner that was demonstrated on paper in a clear and concise format easily understood by all involved parties.
• Secure sales with different business types and with new clients.
• Responsible for the total management, including the P&L, for the company.
• Oversee and restructure the estimating program to focus on fast the track project approach.
Accomplishments:
• Created a business plan that allowed for the downsizing of the companies’ current level of employment while maintaining professional levels of service to current and new client bases.
• Retained company earnings profile in the first business year, with an expanded client base in the healthcare and corporate markets.
• Reassigned staff duties and responsibilities according to the talents with in the company to provide for greater efficiency in operations.
• Introduced computer scheduling, cost control and project management systems to best track project success.
• Obtained contracts in Healthcare, shopping centers, commercial renovations and the restoration of a landmark church in New Bedford, MA.
As the Vice President of Estimating my responsibility focused on the development and coordination of the estimating group for this general contracting firm. Providing budgeting assistance in retaining current markets in the corporate/commercial and private sectors and introducing the company into the healthcare and public market construction keynoted my accomplishments. My experience and background in organization and administering of department personnel was additionally useful in planning and modeling the company into a workable, successful structure, to a greater understanding of the scope of work in each marketplace.
VICE PRESIDENT ESTIMATING:
Swansea, MA
SHERRY CONSTRUCTION CORPORATION
Responsibilities:
• Develop an estimating system the tracked a project and its activities from receipt o plans, developing of scope, solicitation of subcontractors and suppliers, pre-engineering and presentation of bids.
• Interpret market trends and perfected the technical skills that were needed to sustain the company. Embrace the company’s business plan and implementing the goals into the daily working philosophy.
• Integrating the estimate into the cost system that allowed for the management to readily analyze a project's position at all times.
• Improve the reliability of the estimate as a clear and concise document with a format easily understood by all involved parties.
• Participate in the negotiations for continued and new business, with the intent to solidify client relationships and to make new clients.
Accomplishments:
• Created a plan that allowed for a point of convergence for all projects activities from initiation through pre-construction meetings.
• Increased company earnings, three times the prior five-year average, in the first business year, with an expanded client base in the healthcare and public sector markets.
• Greater altered staff duties and responsibilities to become more challenged by each new project according to their talents providing for greater efficiency in performances.
1980 – 1983
Director of Buildings & Grounds
Fall River School Department
Responsibilities:
• Assumed the responsibility of creating the first Directorship for the facilities division of the school department.
• Developed and presented to the school committee and City Council the first comprehensive Buildings Division budget.
• Managed a custodial and maintenance staff of 150 employees.
• Developed and managed a building equipment, fuel & light, building maintenance, payroll and capital improvements budgets.
• Integrated an estimate system for capital projects to provide understanding of the cost system associated with needed improvements and new construction; that allowed management and public officials to readily analyze a project's position at all times during development and construction.
• Overseen the security needs for protection of the physical plant; larger complex in the 5000 student capacity high school.
• Executive responsible for union compliance, issues resolution and contract negotiations.
Accomplishments:
• Produced and acted upon the largest capital improvements budget in the city’s history.
• Began the Schools Building Assistance Bureau (SBAB) application process for the construction of new middle and elementary schools throughout the city.
• Increased productivity of the custodial and maintenance staff by developing a successful job order/performance based reporting system.
• Designed the fire alarm system for the Kuss Middle School.
• Designed the renovation to the Green Elementary School, after damaged by fire.
• In 1980 dollars expended over Twenty Million dollars in improvements and upgrades to building envelope and base building mechanical/electrical system.
Select Projects Include:
Corporate Projects:
Corporate Interiors – over $3,000,000 sf
Medical Experience:
Massachusetts General Hospital
Beth Israel Deaconess Medical Center
New England Medical Center
Portsmouth Hospital
Lifespan
Charlton Memorial Hospital
Pharmaceutical:
Geltex Pharmaceutical (Genzyme Corporation)
Institutional:
Boston School Department
Harvard Business School
Emerson College
Massachusetts institute of Technology
Tufts University
Restaurant
Venus De Milo
Religious:
Grace Episcopal Church, New Bedford
St. Mary’s Church, Randolph
Our Lady of the Lake, Hanson
Corpus Christi, Sandwich
Saint John Newman, Freetown
Saint Xavier Church, Hyannis
Notre Dame Church, Fall River
Saint Mary’s Church, Seekonk
Saint Stanislaus Church School, Fall River
Public Construction
Harwich Town Hall, Harwich
Eastham Elementary School, Eastham
Eastham Library, Eastham
Provincetown Public Library, Provincetown
Retail
Stop & Shop Supermarkets
Shaws Supermarkets
Speedo
CVS Stores
Fiddlesticks Shopping Plaza
Pawtucket Shopping Plaza
ADDITIONAL EXPERIENCE
1971 - 2001
INSTRUCTOR/EDUCATOR
Boston Architectural College - Boston, MA
Bristol Community College - Fall River, MA
Fall River School Department - Fall River, MA
EDUCATION
MASTERS OF ARTS CONTINUING EDUCATION 1975
University of Rhode Island
BACHELOR OF SCIENCE CIVIL ENGINEERING, 1971
Roger Williams University, Bristol, RI
Additional courses, workshops and seminars include:
Several APRAISING/REAL ESTATE topics and MANAGEMENT seminars
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