I am a seasoned, result-oriented professional able to analyze, develop strategies, implement, and complete projects in a consistent, methodical, and efficient manner. I have proven to be very capable of leading diverse teams, well as being a powerful team leader. I have never missed the completion date on any project that I managed.
I joined the Hensel Phelps Construction Company 19 years ago and played a role in its success as a Project Manager. Since 1989, I’ve worked on 25 major projects valued at approximately $1,014,000,000. Due to the present economic situation, I am seeking new opportunities to continue my career.
As a result, I have now embarked on a journey to identify new, long-term opportunities in construction and related industries. I am looking for a company offering challenging opportunities and growth potential as a Project Manager.
In the past, I have devoted my career to being a team player. During a recent 360° review, my manager wrote, “Charles is eager and willing to help others. He is an excellent team player, and is usually quick to do his part . . .â€
I’m excited about identifying a position where I’ll have the opportunity to use my technical and project management skills and build upon the relationships and extensive network I’ve developed. While at Hensel Phelps, I’ve relocated 12 times in 19 years to help the company fulfill their objectives and strategies. I prefer a company based in the Denver metro area, or in the south or southeastern United States, but I’m willing to consider moving to any geographical area.
Over the nine years as Project Manager, I have met all of my construction completion schedules and finished all of my projects with a positive margin balance. I have also provided training for all of the young staff working on my projects.
Sincerely,
Charles Flax
CHARLES FLAX
flaxcharles[at]yahoo.com
Objective: Commercial Construction Project Manager
Seasoned, result-oriented, professional able to analyze, develop strategies, implement, and complete projects in a consistent, methodical, and efficient manner. Fully capable of leading diverse teams as well as being a powerful team player.
Project Management Crisis Management Diversity
Building Design Management Employee Relations Safety
Risk Management Scheduling Recruiting
PROFESSIONAL EXPERIENCE
Hensel Phelps Construction Company – www.henselphelps.com 1989-2008
Consistently ranked among the top general contractors in the nation by ENR (Engineering News Record); Hensel Phelps is a well known commercial construction contractor throughout the U.S.
Began as a Field Engineer in 1989, and was promoted to Office Engineer, Project Engineer, and Area Superintendent. Promoted to Project Manager in June, 1999. Worked on 25 major projects valued at $1,014,007,395. Completed all projects on target, schedule and within budget. Relocated 12 times in 19 years to meet the company’s strategies and objectives.
Project Manager 1999-2008
Managed day-to-day operations; hired and managed hundreds of hourly craftsman; managed hundreds of jobsite staff; conducted buyout scope interviews; wrote contracts; managed subcontractors; managed jobsite budgets and finances; coordinated with owner; recruited and trained younger staff; promoted and administered safety programs; actively engaged in problem solving; developed jobsite construction schedules; performed quantity takeoffs; performed quality control monitoring; managed submittal and delivery process; and recruited new employees.
Design Assist Project / Denver Justice Center, Denver, CO - $290,000,000 4/2008 - 10/2008
Led the team in streamlining the buyout process and completed $30 million buyout on the project while freeing the onsite managers to concentrate on day–to-day operations. Challenge was to complete the buyout of building interior and site finishes within a four-month period, while writing contracts for previously bought out scopes of work. All challenges were met by being on target, time, and budget.
VA Out Patient Clinic, Greeley, CO - $1,066.501 10/2007 - 3/2008
Fast paced schedule with a design assist delivery method.
Project presented the three-member team with a unique challenge. The owner hired the contractor and the architect separately, to collaborate in creating, designing, and completing a 10,000 square foot tenant build-out project within a 4-month schedule. Collaborated with the architect and the tenant of the space about the design. Provided a guaranteed budget from a hand sketch within a three-week time frame. Project was located on part of the second floor of an occupied building. Solely assembled an energetic construction team of subcontractors to assist in the development and construction of the project. Accommodated the needs and desires of the new tenant, at the same time being respectful of the existing tenants in the building. Final outcome of the project was successfully completed in four months. Increased the project margin by 52% through strategic scope buyout and budget management.
Design Build Project / Hudson Women Correctional Facility, Hudson, CO - $80,000,000
4/2007 - 10/2007
Managed design process; and provided timely coordination between the architect, engineers, consultants, estimators to provide owner with complete set of drawings.
Brought into this project after the contract was awarded, the architect selected, and the on-site and off-site investigation teams were selected. The normal procurement and award process was not in place. The project was bid and awarded by the state without the project site having been investigated for suitability.
Faced with designing a project without the necessary critical information. Oversaw the management of the on-site and off-site investigations, while at the same time led the design of the project. Developed a plan that coordinated both the architectural and site development teams, who then collaborated to find the required information which permitted the design, site investigations, and plan development to proceed all at the same time. Completed the construction design documents within the allotted five-month design schedule.
Eastman Kodak Manufacturing Plant, Windsor, CO - $3,000,000 6/2006 - 3/2007
Task Order Contract Project. Working with 29 different departments.
This project consisted of numerous small projects made up of bid work and routine maintenance (invoiced) work. No preset bid budgets or margins were set for any of the projects. Challenge was to come up with a method which had consistent reporting of financial information to the corporate team, while also managing the numerous projects, budgets and schedules. Created a reporting form and system allowing consistent and accurate reporting of the project’s financial information to the corporate team on a monthly basis. Set up various schedules resulting in the successful management and completion of all projects.
Hard Bid Project / Miami International Airport, Miami FL- $295,000,000 11/2005 - 5/2006
Arrived to find morale, among 25 young employees both in the office and the field, to be very low
especially among minorities. Project suffered a record breaking number of 30 people quitting over the past year with the potential for many more resignations. Investigated and diagnosed the cause of the dysfunction and corrected it. Raised the morale among the young employees to a high level and brought the office staff to a point where they functioned without gridlock. Turnover ended.
Hard Bid Project / Commissary - Tinker AFB, Oklahoma City, OK- $14,241,126 7/2004 - 10/2005
Potential moisture problem jeopardized project completion and margin. Confronted with a $650,000 margin, a missing vapor barrier valued at $450,000, and a flooring contractor with a $540,000 contract which refused to install the vapor barrier. As a result, found a subcontractor to install both for $750,000 saving the project $240,000. Convinced the client to contribute $90,000 for an alternate vapor barrier, minimizing the company’s costs to $120,000. Even though 5 weeks elapsed during negotiations, the new subcontractor met the original 12-week schedule and the project finished on time.
Wal*Mart Stores, Virginia and West Virginia - 9/2001 - 6/2004
Fast Track Negotiated / Hard Bid Projects. All projects completed in nine months or less, without any lost time accidents.
Wal*Mart Supercenter Huntington, WV $12,516,436
Wal*Mart Supercenter Norfolk, VA $11,235,469
Wal*Mart Supercenter/ Sam's Club Chesapeake, VA $17,485,725
Wal*Mart Supercenter Williamsburg, VA $ 9,816,075
Wal*Mart Supercenter Ashland, VA $ 4,678,580
Wal*Mart Supercenter Gloucester, VA $11,550,378
Challenged in Chesapeake, VA to build a Supercenter and a Sam’s Club simultaneously on an eight-month fast track schedule. Project consisted of two buildings, upgrades of two miles of water line off-site, a pump station, and installation of traffic lights and poles. Developed a schedule to build two buildings simultaneously using two separate sets of subcontractors. Completed the project without any lost time injuries, on target, on schedule, within budget, and with an eight percent increase above booked margin.
Completion and final inspection of the water lines to avoid any delay in the utility tie-ins for the on-site buildings was a challenge. Spent many hours meeting and coordinating with city agencies and personnel to expedite the permits and final inspections. Due to aggressive pursuit of this matter, final inspections were secured one week before the on-site tie-ins were needed.
In Norfolk, VA was challenged to expand an existing store. Because this store was the owner’s highest grossing volume store in the state, it had to be kept fully operational 24/7. Expansion included doubling the size of the store, replacing three of four existing exterior walls, relocating and maintaining the existing sewer system, building a new pump station, and demolition of part of an existing strip shopping mall while not disrupting adjacent merchants. The original construction schedule for the project was 13 months; but changed to 9 months at the owner’s request. Developed a new scheduled which reduced the old schedule by the required 4 months. Established a temporary reroute of the existing sewer and built the pumping station earlier in the construction sequence. Despite the loss of the Project Superintendent midway through the project, it was completed on time, within budget, and without a lost time accident.
Challenge of the project was to allow the customers to have full access to the merchandise in the store at all times. Therefore, established a sequencing plan which repositioned merchandise in a coordinated manner that met the store’s needs and allowed construction activities to be performed simultaneously.
Hard Bid Project / Nat’l Ground Intelligence Center, Charlottesville, VA - $43,045,298
6/1999 - 8/2001
An emergency power problem threatened to delay project completion and scheduled move-in of 1,000 employees. Assembled a partnering group (consisting of the Electrical Subcontractor, the Mechanical Subcontractor, a Corp of Engineer’s Representative, an Architect’s Representative, and an Engineer’s Representative) and developed a solution. The resolution kept the project on schedule, found an acceptable alternative for the design, and minimized the cost impact to the owner.
At noon on Friday the building failed initial certification because of 30 items outside our scope of work. Move-in of 1,000 employees was scheduled for Monday at 8:00 a.m. Assembled and directed a dedicated team to complete the work and meet the challenge. Building certification was issued at 7:30 a.m. on Monday, and employee move-in proceeded as scheduled without any disruption.
Area Superintendent, Project Engineer, Office Engineer, and Field Engineer, 1989-1999
Material Transport Service Center Cincinnati, OH $ 2,341,733
Manugistics Center, Phase 1 Gaithersburg, MD $45,000,000
Food Distribution Center Pageland, SC $11,179,000
Children Hospital Addition Jackson, MS $14,203,303
VA Hospital Additions Nashville, TN $33,450,000
Orbital Satellite Manufacturing Facility Dulles, VA $15,356,373
Student Health and Fitness Facility Blacksburg, VA $15,872,850
St. Dominic Hospital Renovations Jackson, MS $ 680,000
St. Dominic Hospital Parking Jackson, MS $ 6,615,000
Natural Resources Building Olympia, WA $53,372,548
Kaiser Parking Facility Santa Clara, CA $ 1,889,000
Santa Rita Detention Facility Santa Rita, CA $20,410,000
EDUCATION
B.S., Construction Management Engineering Technology, University of Southern Mississippi, Hattiesburg, MS 1988
A.S., Construction Engineering Technology, Holmes Junior College, Goodman, MS 1984
PROFESSIONAL DEVELOPMENT TRAINING AT HENSEL PHELPS
Building Design Management Contract Administration Confined Space
Crisis Management JD Edwards Accounting Fall Protection
Risk Management OSHA Ten-hour Training Material Handling
Quality Control Management STOP Safety Training Hazardous Materials
Primavera Scheduling EEO/Sexual Harassment First Aid / CPR
LEED Training Time Management Scaffolding Safety
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