Derrick Tyrone Walker
1020 15th Street, Suite 8M
Denver, Colorado 80202 USA
Mobile: 303-994-9323
E-mail: walker_derrick[at]yahoo.com
Citizenship: United States of America
Languages: English
Qualification Summary
With over twenty years of total management experience. Mr. Walker has broad experience in project management, construction management, developing and appropriating budgets for capital projects, including preliminary and detailed cost estimates. Defining design and engineering scopes with value engineering strategies and the management of human capital and disciplines required for project completion. Developing contracting and cost control tools with enhanced management techniques and developing a project master schedule to coordinate and execute all aspects of the project from end to end, including procurement and logistics of long lead items. Accountable for project engineering, project management, peer review, study management, safety and environmental programs, quality assurance and quality control programs. Mr. Walker is an EPC specialist with hands-on field supervision experience. He has directed and managed multiple work-force teams, subcontractors, suppliers, consultants and vendors. The CSI divisions of concrete (3), metals (5) and MEP (15 and 16) are his disciplines, with knowledge of current codes and standards are areas of additional experience and strengths. Mr. Walker can deliver a project from concept, thru budgeting, thru financing, thru construction and thru commission.
Education
B. A. (Multi-Disciplinary Studies) University of Colorado, Boulder, CO. 2010
S. E. C.: Series 7, Rule 144, Series 63 and Series 65
Professional History
Denver Justice Center - Detention Facility
Budget: $164 million USD
Owner: Department of Corrections, City of Denver, Colorado, USA
Employer: JA Walker Co. & HPCC (JV)
Assignment: Supervisor
Schedule: April 2007 to June 2009
Type of Contract: Design Assist with GMP
Responsibilities and Tasks
Field Operations Supervisor for the Core and Shell:
Project scope was a 1500 bed detention facility, all concrete cast-in-place with court rooms, infirmary, offices and a underground laundry, kitchen complete.
Tasks include developing a master CPM (P3) schedule, a ninety day short interval schedule and a three week look-a-head schedule. The management of a project staff consisting of field engineers, office engineers, project engineers, and general foreman. Supervising a self-performing work force, exceeding one-hundred foreman, carpenters, finishers, laborers, equipment operators,
D. Walker – page two
including the field coordination all other trades and subcontractor, such as: plumbers, HVAC, electrical, fire sprinklers, underground utilities, dewatering, caissons/perimeter walls, iron workers, rebar installers, and concrete placement finishers. Supervised weekly subcontractors meetings including meeting minutes. Over saw the weekly staff meeting for the project team, and the weekly field foreman coordination meeting, monthly job wide safety meetings, SWIFT inspections, and the owner insurance inspections. Managing the project staff flow of work; such as: submittals & shop drawings submission and approval, embed schedule, field surveying (master control, bench marks, and layout), document control, site management, subcontractor contract management, as-build drawing up-dating, shop drawing review, field drawings, field inspections, permitting, traffic control, information requests and change estimates.
Responsible for the self-performance work force and materials (including the management of the form fabrication yard), daily and weekly labor reporting, injury reporting daily, weekly labor recap reconciliation, purchase order management, forming system analysis, monthly internal audits, monthly margin analysis, job wide safety plan watch-dogging, quality assurance and control program monitoring, establishing a emergency evacuation plan, and the hiring policy with a drug screening program. The construction turnkey concrete forming budget was $16.5 million USD, from August 2007 to December 2008, on-time and on-budget.
Denver Newspaper Agency Office Building
Budget: $63 million total project/ $2.5 million (subcontract)
Owner: Denver Post and Rocky Mountain News Agency
Employer: JA Walker Co. (Subcontractor) w/HPCC
Assignment: Project Manager
Schedule: January 2006 to March 2007
Type of Contact: Lump Sum
Responsibilities and Tasks
Field Project Manager
Scope of the project was a two hundred fifty thousand square foot class A office building, with a 200 car, parking structure, with twelve stories of commercial office space. The parking garage and three vertical cores were complete as cast-in-place concrete forming subcontract.
The management of a concrete forming subcontract, the project estimate to the general contractor, all information requests & change estimates, prime subcontract, and secondary tier subcontracts and supplier execution, management of the project point file system, labor and material recap and reconciliation, margin analysis due-diligence, executive reporting, establishing the following: safety work program, quality assurance/control program, emergency evacuation plan, claims management, progress payments applications, submittal & shop drawing management, as-built documentation, owner insurance inspection walk-thru, approval of all expenditures, and project over site and control.
Hyatt Regency Convention Center Hotel
Budget: $153 million USD
Owner: Hotel Authority, City of Denver, Colorado, USA
Employer: JA Walker Co. & HPCC (JV)
Assignment: Superintendent
Schedule: August 2004 to January 2006
Type of Contract: Design-Build GMP
D. Walker - page three
Responsibilities and Tasks
Field Operations Superintendent for the Core, Shell and Interior Build-Out (Spa, Gym, Pool, Display and Banquet Kitchens and Central Plant)
Scope of the project was an eleven hundred room, Convention Center Hotel, with a six hundred car underground parking garage, five levels of podium/conference space and a thirty four, floor cast-in-place, flat plate, post-tensioned hotel tower and pre-cast exterior and Curtin-wall walls system.
As the Concrete forming superintendent for the vertical, erection, management and demobilization of two each, Peiner SK575 tower cranes and two each (doubles) material hoist operating twenty-four hours per day, for six days per week schedule. Additional responsibilities included the time management of all the hoisting equipment and all concrete forming, exterior walls systems.
Tasks include developing a master CPM (P3) schedule, a ninety day short interval schedule and a three week look-a-head schedule. The management of a project staff consisting of field engineers, office engineers, project engineers, and general foreman. Supervising a self-performing work force, exceeding one-hundred foreman, carpenters, finishers, laborers, equipment operators, including the field coordination all other trades and subcontractor, such as: plumbers, HVAC, electrical, fire sprinklers, underground utilities, dewatering, caissons/perimeter walls, iron workers, rebar installers, and concrete placement finishers.
Supervised weekly subcontractors meetings including meeting minutes. Facilitated the weekly staff meeting for the project team, and the weekly field foreman coordination meeting, monthly job wide safety meetings, SWIFT inspections, and the owner insurance inspections. Managing the project staff flow of work; such as: submittals & shop drawings submission and approval, embed schedule, field surveying (master control, bench marks, and layout), document control, site management, subcontractor contract management, as-build drawing up-dating, shop drawing review, field drawings, field inspections, permitting, traffic control, information requests and change estimates.
Responsible for the self-performance work force and materials (including the management of the form fabrication yard), daily and weekly labor reporting, injury reporting daily, weekly labor recap reconciliation, purchase order management, forming system analysis, monthly internal audits, monthly margin analysis, job wide safety plan watch-dogging, quality assurance and control program monitoring, establishing a emergency evacuation plan, and the hiring policy with a drug screening program.
The construction turnkey concrete forming budget was $23 million USD, from August 2003 to December 2004, on-time and on-budget.
Colorado Convention Center Expansion
Budget: $220 million USD
Owner: Department of Public Works, City of Denver, Colorado, USA
Employer: JA Walker Co. & HPCC (JV)
Assignment: Quality Control/Quality Assurance Superintendent
Schedule: October 2002 to June 2004
Type of Contract: Lump Sum GMP
D. Walker - page four
Responsibilities and Tasks
Quality Assurance & Quality Control Superintendent
Scope of the project was a one million square foot addition to the existing Convention Center, with a new pre-cast, two thousand car parking garage and the relocation of the RTD Light-Rail System. Responsibilities included the management, documentation and over-sight for the job wide inspection, testing, monitoring of concrete and concrete placement, forming, structural steel, reinforcing steel, stressing, materials, exterior wall systems, required as additional services by the Department of Public Work, City of Denver and code, including the testing and balancing, and Certificate of Occupancy.
Wellington Webb Municipal Office Building
Budget: $120 million USD
Owner: Department of Public Works, City of Denver, Colorado, USA
Employer: JA Walker Co. & HPCC (JV)
Assignment: Area Superintendent
Schedule: October 2000 to September 2002
Type of Contract: Design-Build GMP
Automated Baggage System at Denver International Airport
Budget: $22 million USD
Owner: Denver Airport Authority, City of Denver, Colorado, USA
Employer: J.A. Walker Co. & BAE (JV)
Assignment: Project Scheduler
Schedule: October 1983 to December 1985
Type of Contract: Time & Material
Concourse “E†Expansion at Stapleton International Airport
Budget: $60 million USD
Owner: Denver Airport Authority, City of Denver, Colorado, USA
Employer: JA Walker Co. & CRSS (JV)
Assignment: Project Engineer
Schedule: September 1981 to August 1983
Type of Contract: Cost plus Fee
Trinidad Lake and Additional Spillway
Budget: $4 million USD
Owner: Army Corps of Engineers, Department of Interior, Omaha District
Employer: JA Walker Co.
Assignment: Project Engineer
Schedule: January 1980 to August 1981
Type of Contract: Lump Sum
Merrill Lynch & Company
Denver, CO. & New York, NY
January 1987 to December 1989
Junior Associate, Bond Trading Desk, Public Finance
D. Walker - page five
Morgan Stanley Dean Witter & Company
Denver, CO. & New York, NY
January 1985 to December 1986
Asset Management and Junior Analysis
Projects Prior to 1985
Denver International Airport Terminal Certificate of Occupancy Project-Superintendent/JAWCO.
Denver International Airport Crash Fire Rescue Station No.2-Asstisant Project Manager/JAWCO.
Denver International Airport Baggage Handling System Upgrades-Superintendent/JAWCO.
Stapleton International Airport Maintenance Facility-Superintendent/JAWCO.
Stapleton International Airport Crash Fire Rescue Station No.2-Assistant Superintendent/JAWCO
Denver Afro-American Research Library-QA/QC Manager/JAWCO.
Anasizi Heritage Center, Dolores, CO,-Superintendent/JAWCO.
Training
Primavera P3 Enterprise System
OSHA 10 hour Safety Training
OSHA Trenching & Excavation Training
OSHA Safety Rigging Training
OSHA Confined Space Training
OSHA Soft-Tissue Injuries Prevention Training
OSHA High-Reach Equipment Training
OSHA Combustible Gases Training
Certified First Aid / CPR Training
SWIFT Training
Microsoft Office
Microsoft Project
Over 250,000 hours without a Loss Work Time Injury
References
Grant Lebahn
Operations Manager
Hensel Phelps Construction Company
420 Sixth Avenue
Greeley, Colorado 80632
Mobile: 970-346-7283
E-mail: GLebahn[at]henselphelps.com
James Anthony Walker, Jr.
Vice-President
J. A. Walker Company, Builders
3803 Niagara Street
Denver, Colorado 80207
Mobile: 303-944-7857
E-mail: jr1walker[at]aol.
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