My goal is a project management position with a leading company that offers the opportunity for growth, is team oriented, and needs someone who can add value.
David C. Cox 1220 Gladstone Road
Lancaster, S.C. 29720
davidccox1[at]yahoo.com Mobile: 704/516-5557
www.linkedin.com/in/davidccox
“Thank you for coordinating the calls and communications. Although my exposure to the project itself was limited, I was impressed with your ability to communicate issues timely and coordinate the many calls throughout the process.â€
- Ron K. Bixler, CFE, Manager, Asset Protection & Compliance, Iron Mountain, Inc.
Job performance review: “David has excellent knowledge of the plans and specs…he is on top of his meetings, and has all of the paper work ready… excellent project set up…very detailed and effective project management skills…â€
- Jeff Randolph, Vice President, Project Management, Randolph & Son Builders, Inc.
“The Charlotte-Mecklenburg Fire Department and the City of Charlotte owe the successful completion of Station #37, and its timely grand opening to David…if I could, I would have him build all the Charlotte Fire Stations from here on out.â€
- Rich Granger, City of Charlotte Fire Department, CMFD Owners Representative
Career Profile
Twenty-six years of progressively responsible construction experience, including fourteen years as a Construction Project Manager. Excellent written and oral communication skills, as well as an aptitude to negotiate contracts and change orders with both subcontractors and owner representatives.
Outstanding organizational and analytical problem solving skills; with ability to manage multiple projects simultaneously. Proficient using Primavera, Microsoft Project, Excel, Word, Outlook, CMIC, and Windows XP software/applications. Propensity to complete projects ahead of schedule, while increasing estimated pre-construction profits, and maintaining positive client relationships.
Areas of expertise and experience include:
Risk Management•Quality Control•Commercial/Residential/Technical Construction Knowledge•Reading Blueprints•Project Scheduling•Budget Preparation•Financial Projections•P&L Ownership•Hard Bid & Conceptual Estimating•Team Leadership•Project Safety•Managing Labor Forces & Material Purchasing Separate•Value Engineering• Subcontractor, Municipal, and Design Team Coordination•Contract Negotiation
Professional Experience
Shelco, Inc. – Charlotte, N.C. Project Manager 2008 - 2009
$460 million general contractor with five offices throughout the Carolinas headquartered in Charlotte, N.C. Recruited by V.P. of Project Management through a mutual subcontractor, to manage all aspects of multiple school projects for Charlotte-Mecklenburg School System, totaling $23 million.
Key Challenge: Belmeade Middle School: $15.9 million, 132,000 sq. ft., 108-acre site development project, built in conjunction with the Belmeade Elementary School and the Belmeade Road realignment projects, both built by different general contractors. Construction activities and material deliveries not only had to be coordinated for the project itself, but also needed to be coordinated with the two sister-projects, as they combined to land-lock the Middle School Project.
Resolution: Attended weekly construction meetings of the other two projects, and modified the project schedule of the Middle School to adapt to changes regarding site accessibility and project coordination. We implemented weekly subcontractor/vendor meetings in addition to bi-weekly owner/architect meetings and special/trade pre-construction meetings, and distributed meeting minutes to as required. In all, the project required 14 to 20 meetings monthly to obtain/exchange/coordinate information, and kept the Middle School project on schedule, without affecting the two sister-projects.
Myers & Chapman, Inc. – Charlotte, N.C. Project Manager 2007 - 2008
$280 million general contractor specializing in retail construction projects throughout the greater Charlotte, N.C. metro. Recruited by executive search firm to manage all facets of multiple projects, totaling $19 million.
Key Challenge: Met repeat client, a former M&C, Inc. employee, and was later informed that he is a demanding client, whom no one had yet been able to sufficiently satisfy, as he consistently requested different project managers for impending projects. Also, that it was difficult to increase estimated profit margins on his projects due to his controlling nature.
Resolution: As this client’s projects contained many inherent design/build features, I diligently worked to have change order requests, revised estimates, and project schedule updates completed before they were required. In addition, I sent him copies of all written coordination efforts with subcontractors, vendors, municipalities, and superintendents. Ultimately, this client became confident in my project management capabilities and took a step back from the project, enabling me to increase the profit margin by 22%. Mid way through the project, he requested that I work on two additional projects with him.
Randolph & Son Builders, Inc. – Charlotte, N.C. Project Manager 2004 – 2007
$80 million family-owned general contractor building projects throughout the Carolinas. Selected by the V.P. of Project Management over seven other candidates to project manage various private, municipal, and public projects totaling $21 million. Managed employee labor forces for steel erection, masonry, concrete, and carpenters, approximately 40 workers per project. Served as coordinator of company job site safety program, implementing many safety concepts that contributed to the company having its mod rating reduced to .82.
Key Challenge: Successfully managed as many as five active construction projects concurrently, while having only three active superintendents.
The Resolution: Set up a temporary office and self-performed superintendent duties in addition to my project management duties on the City of Charlotte Fire Station #37 project; a $3 million, 10,000 sq. ft., seven-acre site, with its own fuel storage/dispensing system. All five projects completed successfully, with the City of Charlotte and the CMFD openly crediting me with the success of Fire Station #37.
Carmel Contractors, Inc. – Charlotte, N.C. Project Manager 2000 – 2004
$40 million general contractor specializing in big box retail construction projects for Lowe’s Home Improvements, Inc., as well as smaller commercial construction projects. Selected by the company President/Owner over six other candidates to project manage several public and private construction projects totaling $19 million.
Key Challenge: Lowe’s desired to begin a project in Georgia, six months earlier than planned, and the project budget, assembled by others, contained a $200,000 bust, which was not known until the project started. Because of the early start there were no available superintendents. Furthermore, the company could not trust a local, unknown superintendent so far out of town, with such a respected client.
The Resolution: I offered to go to Georgia, as both the project manager and the superintendent. I worked daytime hours as the superintendent, and evening & weekend hours as the project manager, for a combined total of over ninety hours a week, for five and one half months until the project was completed. Through careful negotiations with subcontractors and vendors, I was able to overcome the bust in the budget, and increased estimated profits by three percent. To Lowe’s, the project was so successful, that they now require to have a dedicated full time project manager be on site at all times for each project.
Shuller Ferris Lindstrom & Associates – Fayetteville, N.C. Construction Administrator 1997 – 2000
$110 million architectural firm, specializing in architecturally led construction projects, primarily schools, throughout the Carolinas. Successfully managed all construction aspects of each project, on behalf of both the project owners and the architect, serving as the construction manager, for projects totaling $24 million.
American Home Improvement Products, Inc. – Buffalo, N.Y. Project Manager 1995 – 1997
A nationally licensed contractor for SEARS, providing residential window and siding installations. Managed two offices in the Buffalo, and one office in the Albany areas, with a combined average total of 18 crews. Provided exemplary customer service, in an effort to maintain the SEARS reputation for quality, while installing over $4 million in revenue per year. Recognized by V.P. for Best In Quality and Customer Service in the Eastern Region of The United States – 1997.
Certifications
OSHA 30•First Aid•CPR•SC DOI Producers License for Health & Life Insurance
Education
Business Management Major - Syracuse University
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