Permanent or contract assignment in construction management at the director level or above.
CONSTRUCTION MANAGEMENT
BUSINESS DEVELOPMENT ~ GROWTH & PROFITABLE EXPANSION
PROCESS IMPROVEMENTS ~ MARKETING SOLUTIONS ~ CLIENT SATISFACTION & VALUE
STRATEGIC PLANNING ~ FINANCIAL MANAGEMENT ~ LEADERSHIP SKILLS
CORPORATE RE-ENGINEERING & ORGANIZATION ~ P & L SUCCESS
Senior Construction Management Professional with a history of proven success in construction, engineering, and corporate management in the commercial, power, environmental, and petrochemical industries. Experience includes increasing project and corporate profits, program and construction management, new business development, strategic planning, budgeting/cost control, contracts administration and management information systems with client as well as contractor organizations. I have held increasingly responsible executive management positions growing and leading companies in the commercial, power, environmental and petrochemical construction industries. My assignments have been in corporate offices and remote field construction sites both at domestic and international locations. I have directed the operations of organizations with multiple business units; I have excellent business acumen and thoroughly developed knowledge and understanding of all aspects of selling projects and services, finance, safety, risk management, contracts, legal issues, business development and operations. I have negotiated and executed lump-sum, cost plus and incentive fee contracts for private sector, public entities and federal government clients. A Bachelors Degree in Construction Management and numerous workshops and seminars complement this extensive and very successful experience.
KEY AREAS OF EXPERTISE
Profit & Loss Management Consulting Services Quality Control & Assurance
Standards and Procedures Business Development Estimating & Pricing
Planning and Scheduling Procurements Construction Claims
Engineering & Design Mgmt. Project Progress Evaluations Organizational Re-engineering
Budgeting & Cost Control Contract Administration Materials Management
Communications MIS Architecture/Implementation Risk Management
CAROLA CONSTRUCTION, LLC 2005 – 2006 & 2007 to Present
President and owner of an upstate South Carolina custom home building company. Homes are individually designed and built in the 4000 to 6000 square foot range. In addition to design and construction of custom homes, owner maintains an inventory of rental properties and several waterfront and country club lots for future development.
PORT CITY ELECTRIC COMPANY 2006 to 2007
Chief Executive Officer
• Full P & L and growth responsibility for the company.
• In less than one year increased revenue by upwards of 20 % while maintaining level profitability and adding additional business units
• Fiscal 06 revenue $58.4 M and FY 07 in the $80 M range. SG & A maintained below 10% of revenue during this expansive growth phase. I sold and was awarded projects upwards of $20 for the Electrical
• Improved standard operating processes, quality of personnel; increased client base and geographic areas served
• Added marketing, business development and sales functions to the company which dramatically improved exposure and perception in the marketplace resulting in greater availability of negotiated projects and opportunities for the company during my tenure
LOUIS P. CAROLA RESUME
BERNARDS BROTHERS, INC. 2004 – 2005
General Contractor and Management Services Company performing construction, project management and specialty consulting services in Southern & Central California. The company has 30 years of varied experience in several industries including education, commercial and industrial.
Vice President, Business Development and Strategic Planning
Envision, plan and direct the following functions for the company: annual 5 year business plan; proposals and oral presentations for new programs and clients; sales strategy and training of company personnel relative to sales and marketing techniques; new industry client and research; symposiums, conferences and seminar presentations and participation; advertising and marketing campaigns.
• Evaluated competition and internal processes, developed and implemented a business and strategic plan that has resulted in the ability to increase procurement of larger and more complex projects thus increasing profit margins and expanding industries and clients served.
• Developed financial history used in proposals to demonstrate project performance to prospective clients.
• Established standards to increase proposal/presentation credibility data to perspective clients.
• Developing relationships and processes for performing additional delivery methods including Design-Build and CM at Risk in several industries and new geographic locations.
LUNDGREN MANAGEMENT CORPORATIO N 2002 - 2004
Management services company performing program, project/ construction management and consulting services for educational, commercial and medical industries.
Vice President of Operations
Responsibilities included; P&L, business development, company growth and contract backlog; establishment of the corporate infrastructure including development and implementation of standard corporate and operational policies and procedures. Supervised 35 professional staff composed of project managers, construction superintendents, project engineers, proposal technicians, estimators, schedulers, contract administrators. Operating budget: $3.5M, Capital budgets managed 250M.
• Structured and standardized accounting/finance/cost and budgeting system in order to evaluate costs, revenues and profits and adjust staffing, procedures and/or methodologies at corporate level and on each project to increase efficiency and productivity.
• Simplified pricing and billing procedures, to increase positive cash flow on each project.
• Re-engineered and implemented efficient project management systems architecture including accounting, finance, procurement, budgeting and progress reporting systems.
• Increased contracts backlog by 36%, including the addition of 5 new clients; increased revenue from 2002 to 2003 by 48%. During this period I sold over $200M in management and consulting contracts.
• Developed sales, marketing and business development department as well as expanded consulting division of the company. Increased markets served as well as diversified industries during this period. Led all proposals and presentations for Construction Management and Consulting Contracts.
CAROLA CONSULTING 2001 - 2002
Independent management consulting company providing preparation and analysis of claims and project evaluations for the power, environmental and petrochemical industries.
President
Performed management consulting contracts for Foster Wheeler personnel on problem projects. Consulted for MHI assisting in preparation of claims defense against General Contractors.
• Led team in a progress, processes and personnel assessment of a major $150M nuclear waste disposal project, which was critically behind schedule. Developed and presented corrective action plan which, when implemented, brought project back on schedule, gained profits that were forecast and restored client’s confidence in the company’s ability to perform.
FOSTER WHEELER CORPORATION 1990 - 2001
International engineering, manufacturing, procurement, construction and operations for the power, petroleum, pharmaceutical, environmental and heavy industrial equipment industries.
Director of Project Management Systems, Energy Equipment Division 1997 - 2001
Continually evaluated efficiency and profitability of manufacturing plants & power projects in each phase of execution and modified processes to increase productivity, efficiency and profits. Projects ranged from engineering and component supply to full turnkey EPC power plants. Generation processes included solid fuel, CCGT and circulating fluidized bed. Projects ranged from $40M to $500M.
• Evaluated and re-engineered 5 pressure parts manufacturing plants for efficiency and improved profitability. Improved production, lowered cost and increased output of each plant. This allowed FWC to bid projects at a lower price increasing the hit rate on new projects as well as improving the profitability.
• Established and implemented project management and controls processes and evaluation system for FW Energy and Equipment Division. These systems after implementation increased efficiency, lowered costs and gave management on time visibility each month of all projects’ information from the development engineering phase through the start up and turn over period.
• Developed proposal processes and procedures to more effectively produce winning proposals that would generate profits with less risk. Trained proposal engineers in preparation and presentations.
Director of Project Controls, Environmental Division 1993 - 1997
Established and directed all project controls for major national environmental remediation programs and single site restoration projects ranging from $1M to $300M. Established and implemented project controls policies and procedures; integrated MIS data between proposals, estimating, procurement, accounting and project controls, using commercial and in-house proprietary software.
Deputy Project Manager, Ebasco Constructors Division 1990 - 1993
Responsibilities for construction of U.S. Government's J-6 large rocket test facility - lump sum $185 M contract:
planning for both the project and client, development and maintenance of all project schedules, change order estimates and cost forecasts; schedule/cost impact analysis; client billings; implementation of computer based reporting systems for project and corporate reporting; monthly financial, production and productivity status to client and corporate management; preparation and negotiation of change orders and maintenance of claims documentation.
PRIOR CAREER HISTORY
British Petroleum / Sohio Construction Manager, Business Manager, Project Controls Manager
Fluor Engineers and Constructors Scheduling Engineer, Proposals Engineer
Florida Power & Light Company Engineering Technician
SYSTEMS AND SOFTWARE EXPERTISE
IBM PC; Microsoft Project, Word, Excel, PowerPoint, VISIO, Outlook; Project Management software including Primavera/Suretrak, Expedition, etc. Also thoroughly knowledgeable in systems’ architecture development utilization for accounting, procurement and payroll systems required for project and construction programs including JD Edwards, Oracle, Forefront, PeopleSoft, SAP, etc.
EDUCATION
Bachelors Building Construction, University of Florida; Gainesville, FL
ONTINUING EDUCATION AND TRAINING
OSHA 40 Hour Hazwaste Certified
Completed numerous continuing education seminars and workshops in project and corporate management, construction law, claims, planning, and supervision from A.M.A., N.Y.U., and The Wharton School.
PROFESSIONAL CERTIFICATIONS AND AFFILIATIONS
Certified Unlimited Building Contractor; South Carolina
Certified Construction Manager: South Carolina
Certified General Contractor, Florida
U.S Merchant Marine Officer
Society of American Military Engineers
Honorable Discharge, United States Navy
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