Executive position within the a real estate development or construction company having P&L responsibilities and authority to develop assests from concept, due diligence, acquistion to planning, design, construction to turn key delivery.
CONSTRUCTION & DEVELOPMENT EXECUTIVE
Seasoned Executive with experience in Program and Project Management, executing from concept though turn-key completion including site planning and governmental regulatory approvals, financial feasibility analysis, funding processes through construction and tenant occupancy. Owner/developer and construction experiences in Healthcare, Corporate, Retail, Hospitality, Education, and Entertainment/Sport venues with a mix of public and private sector clients as well as projects in public/private partnerships. Offers the ability to plan and execute projects to the needs and expectations of all project stakeholders. MBA, Professional Engineer, Professional Planner.
LICENSES & CERTIFICATIONS: New York Professional Engineer License Number: 60013, New Jersey Professional Engineer License Number: 29787, New Jersey Professional Planner License Number: 4797, LEED AP Certification
COMPETENCIES: IBC & BOCA Code, Sustainability Design & Construction, Due Diligence, P&L Responsibilities, EPC, CPM Scheduling with Primavera P3 & Suretrak, OSHA requirements and IIF and ICILS Construction Procedures
PROFESSIONAL EXPERIENCE
CONSTRUCTION MANAGEMENT AND DEVELOPMENT, New York, NY 2007 - 2009
General Manager
Managed New York City office and staff responsible for client relations, business development, regional profits, quality of deliverables, staff assignments, revenue generation, accounts receivable, and office operations. Client base consisted of equity market businesses requiring project assessment, due diligence review, and project management for the design and construction processes. Seven direct reports.
 Reduced receivables to less than $500,000; and no invoices over 90 days old: Rebilled all outstanding invoices; put PMs directly responsible for their collections; personally addressed receivables aged 6 months; reviewed each invoice prior to going to client.
 Developed a consistent contract process to ensure consistency of deliverables increasing profits by 20%: Partnered with Corporate services; utilized standard form of contracts; enhanced standard contracts to meet changing client requirements.
 Increased number of assignments by 15%: Initiated phone contact with all existing clients; visited each active project monthly and communicated with the clients on observations; visited existing, new and former clients quarterly in their offices.
 Increased Number of Clients: Through networking and client contacts, added six new clients to the Company roster in a twelve month period (CM&D)
 Change order savings of $350,000 were realized for Client: Change Order review required tough-minded negotiations to hold contractor to its contractual obligations.
PHILIP ZEZULINSKI PAGE TWO
 Saved an Investor owner $250,000 in a site-work cost exposure which was not exposed by the developer: Performed an independent due diligence review and pre-construction budget and assessment.
GILBANE BUILDING COMPANY, Lawrenceville, NJ 1996 - 2007
Multi-Project Executive
Responsible for profit and loss for agency and at-risk construction management projects including healthcare, corporate, sports facilities, higher education, and science and research facilities. Responsibilities included: staffing (40 direct reports), contracting, construction and client relations.
 Completed a $125,000,000 healthcare project in 25 months to avoid $18,500 per day liquidated damage penalty: Assembled a strong team; established an aggressive bid & award schedule; developed creative sequence of construction.
 For the construction of a 100k s.f. building on a sloped lot in an urban area, recommended creating a 1/2 basement to eliminate earth moving; recommended basement wall to be a structural wall to accelerate the project: Saved $250,000 and 2 months off the schedule.
 Due to termination of the original constructor of the Newark Arena, several trade awards were late, including elevators. Determined award schedule required, assessed physical constraints in the field due to ongoing work, determined best award to meet schedule and existing conditions: Elevator contract was awarded with necessary expediting requirements and installation details eliminating a 45 day delivery delay and field changes estimated at $250,000.
 Where the federal form of contract was restrictive, allowed the full project budget to be allocated to the project and enabled the net fee to be increased by 100%: Used creative line item budget allocations and clearly defined the personnel billing rates
R. BERMAN DEVELOPMENT CO. AND DKM PROPERTIES, Trenton, NJ 1989 - 1996
Vice President for Construction and Development
Responsible for projects from concept through design, financial feasibility, funding, permitting, construction and occupancy.
 Saved project $500,000 and secured $4,000,000 in additional capitalization: Identified and developed construction savings initiatives to reduce capital costs; worked with project team to secure low interest funding.
Started construction career with Tishman Realty and Construction Company in scheduling, ultimately moving to Project Manager position.
EDUCATION
Masters of Business Administration
SYRACUSE UNIVERSITY
Bachelors of Engineering in Civil Engineering
NEW YORK UNIVERSITY
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