Join a progressive, performance based organization where I can apply well developed skills in quality, leadership and construction management. Where I can apply disciplined and perceptive decision making, mentor associates and energize the team.
MICHAEL A. WINN
3245 Savannah Hills Drive
Matthews, North Carolina 28105
H (704) 321-5895
C (704) 533-0642
mawinn[at]windstream.net
SUMMARY
A results-driven and people-oriented Production Manager with a proven track record of success in project management, land acquisition/development, profit and loss, design, training and development, quality assurance, site planning, customer satisfaction, and subcontractor management. Provides disciplined and perceptive decision making, mentoring associates to learn company systems and to deliver meaningful contributions. Discovers the root causes of difficulties, executing carefully planned strategies to resolve issues. A determined professional who grows businesses and achieves objectives consistently.
EXPERIENCE
NVR/RYAN HOMES Charlotte, North Carolina
Production Manager, Ryan Homes 2008–2009
Orchestrated onsite construction activity, leading multiple communities and providing customer service functions. Ensured active production and service in all communities, while monitoring construction of one model home on one site. Oversaw safety logs, environmental conditions, and construction schedule management, examining construction for quality/adherence to company phase specifications and work-site safety compliance. Scheduled repairs and evaluated warranty issues with customers, verifying client satisfaction.
• Maintained 100% customer satisfaction rating.
• Reduced or eliminated overruns through weekly monitoring of house budgets and identification of areas where phases of construction were over-budgeted and reducing the cost of those phases.
• Maintained an average house cost variance between -0.5% and +0.5%.
• Ensured delivery of homes made ahead of schedule 94% of the time, with overall average days under construction ahead of schedule.
2006–2008
Led production personnel, carrying out directives and ensuring compliance to company phase specifications, as well as safety and environmental standards. Spearheaded delivery of homes in communities through project managers. Trained and developed employees. Reviewed homes under construction for compliance to standards set by company. Checked phase compliance and quality. Oversaw vendor management, as well as promoting new vendors and subcontractors to meet production demands.
Maintained performance levels to achieve standard and above-standard ratings. Worked closely with land developers on raw land communities to progress overall development plan and grading plan to provide advantageous results for company. Analyzed land contracts on completed or nearly completed communities, to facilitate ability/desire to comply with community codes, covenants, and restrictions. Remained available to company land department for municipal planning commission meetings requiring expertise in company product and amenities. Trained project managers in function of house setting and dirt management.
• On an 85 home analysis, average days under construction was better than goal of 86 days (by 5 days), and the average house cost variance was +0.32%
• Pioneered efficient, cost-effective method of house setting and earned expertise in dirt management, resulting in responsibilities for multifunctional position covering two operating divisions.
• Negotiated direct purchase for concrete used in construction of company products, saving $200,000 annually and instituting practice as standard throughout company divisions.
• Advised general manager, production manager, and sales manager in reviewing community purchases and providing estimates for development cost outside responsibility of landowner/developer.
• Collaborated with project managers on difficult lot conditions to establish efficient/cost-effective lot grade and elevation of foundation.
• Mentored project manager in lot improvement and foundation cost, spearheading responsibilities for cost directly in extreme conditions.
• Contributed to corporate and regional special projects, volunteering for phase specification commodity team and regionalizing corporate phase specifications throughout phases of construction.
• Wrote corporate phase specification for fiber cement siding, gaining approval by corporate office.
• Chaired regional special projects, including creation of full vendor/subcontractor base for division in Raleigh, North Carolina, and achieving deadline to set up agreements/forms/insurance documentation within 30 days.
• Mentored three project managers performing at below standards targeted for demotion/termination, growing performances to meet and exceed standards.
• Served as part of the regional production interview panel, evaluating prospective hires under direction of regional Human Resources Manager.
2005–2006
Controlled costs associated with setting homes properly on lot with cost/efficiency playing large part in process. Fulfilled position for two divisions. Ensured each home set by specialist, with onsite project manager available for training. Set each home with lot-specific conditions, taking into account adjoining lot conditions. Estimated home foundation costs.
• Developed and promoted program, earning adoption as standard in many parts of company.
• Trained project managers, as well as subcontractors on reading/understanding footing, masonry foundation, and poured-wall foundation designs as necessitated by lot-specific requirements.
2004–2005
Earned proficiency in use of company costing system. Directed house cost, sales price, option management, cost/budget management, system maintenance, vendor management/replacement, new/existing vendor negotiation, and generation of management reports. Corrected system errors and identified/resolved policy oversight. Learned corporate cost system without instruction and trained replacement on system.
• Raised divisional variance from average of -2.38% on each home built to +0.32%.
• Coordinated budget management, sales incentives, cost management, and system maintenance carefully.
NVR/NV HOMES
Production Manager, NV Homes 1999–2004
Selected to create first expansion division outside of the core markets through expansion into Charlotte, North Carolina region. Established a quality-oriented trade and vendor base. Hired and trained Project Managers for new communities. Established company guidelines in new region and conducted all personnel reviews including development plans for project managers on an annual basis. Advised division manager in sales-related activities, such as community set-up, model home layout, and sales contract review for production-related issues. Managed staff members to run field responsibilities and service. Completed home construction in multiple communities. Selected to act in the capacity of transition manager in the suspension of NV Homes activities and transfer of communities into the Ryan Division. Ensured settlement of homes in backlog and continuation of warranty obligation after realignment. Oversaw terminated leases for office/storage space and move out of spaces. Held responsibility for refund of bonds and deposits relating to production activity. Orchestrated warranty service during period of minimized need and services, and resolved remaining issues resulting from the reconfigured division, working closely on special projects.
• Directed start up and complete shut down of major division.
• Improved days under construction from 122 calendar days in FY 2000 to 99 calendar days in FY 2002.
• Created vendor/subcontractor base in new territory, coordinating house plans through various municipal jurisdictions, attending HOA (homeowners’ association) meetings for communities with company building plans, and hiring field project managers.
ADDITIONAL EXPERIENCE
DELTA PACIFIC CONSTRUCTION, Clovis, California, Owner, 1994–1999. Managed close out of Calton Homes Clovis/Fresno division as contract employee. Led close out of active communities, model conversion, and disposition of model furniture/office assets. Held responsibility for sale/construction of unsold lots, sold/un-started homes, and started/unclosed homes. Oversaw warranty obligations for Calton Homes. Consulted for regional homebuilder, contributing to supervisory role in development of raw land purchases and model-home construction. Negotiated school-impact fees for communities with governing school district.
CALTON HOMES, Clovis, California, Project Manager, 1990–1994. Ran satellite operation, including sales, production, and administration. Established vendor/subcontractor base and product development for project market. Hired administrative staff members and superintendents to manage production and service. Hired new and replacement sales representatives. Earned six industry awards, including grand award presented by local real estate marketing association. Achieved a 30% actual referral rate.
U.S. HOME CORPORATION, Fresno, California, Construction Manager, 1985–1989. Coordinated multiple communities and trained superintendents. Oversaw vendor/subcontractor acquisition and replacement on local/community level. Held responsibility for budget maintenance, trade development, trade hiring, and service required within community.
EDUCATION
SAN DIEGO STATE UNIVERSITY (SDSU), San Diego, California
B.A., Public Administration, 1979
CERTIFICATION
MECKLENBURG COUNTY
North Carolina Erosion Inspector, 2009
LICENSURES
STATE OF NORTH CAROLINA
General Contractor, Unlimited Classification, 2004
STATE OF CALIFORNIA
General Contractor, B Classification, 1993
PROFESSIONAL DEVELOPMENT
OnSchedule, 2007
Targeted Selection, William C Byham, Ph.D., 2005
Situational Leadership II, Ken Blanchard Companies, 2005
Performance Appraisals and Career Guidance, NVR, 2004
Community Development Standards and Product Presentation, NVR, 2003
Establishing Training Plans, NVR, 2002
Situational Leadership I, Ken Blanchard Companies, 2002
Negotiating from Strength, Mark Neely Seminars, 2002
Subcontractor Management, NVR, 2002
Interviewing Skills, NVR, 2001
Performance Appraisals, NVR, 2000
Area Figure Cost Establishment, NVR, 2000
Cost Measurement and Control, NVR, 2000
Cost Establishment, NVR, 2000
New Manager Fundamentals, NVR, 2000
Managing in the ’90s, Robert Schultz, 1992
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