Lead EPC capital project development and construction efforts for an industrial construction and/or energy related business.
EXECUTIVE-LEVEL OPERATIONS LEADERSHIP ï¶ ENGINEERING & CONSTRUCTION
Revenue Optimization ï¶ Cost-Reduction Strategies ï¶ Best Business Practices ï¶ New Market/Business Development ï¶ Global Project & Program Management ï¶ Energy/Pollution Control
20-years experience as a visionary leader, dedicated to operational excellence and the art of performance enhancement and revenue optimization in variable market climates. Possess verifiable success building high-performance teams, steering operational process improvements and attracting and maintaining major clients and projects which generate multi-million dollar revenue streams. Adept at creating and implementing both short-and-long term fiscal and operational goals.
VALUE OFFERED
ï‚¡ Strategic Business Planning and Execution
ï‚¡ P&L to $150MM
ï‚¡ Budget Development/Cost Analysis
ï‚¡ Quality & Safety Improvements
ï‚¡ Talent Development & Mentoring
ï‚¡ Resource Development & Allocation
ï‚¡ Business Teaming
ï‚¡ Project Life Cycle Management
ï‚¡ Engineering Management
ï‚¡ Galvanizing Teams
ï‚¡ Claims Avoidance
ï‚¡ Continuous Improvement
ï‚¡ Proposal Development
ï‚¡ Lifecycle Analysis
ï‚¡ Complex Contract Negotiations
ï‚¡ SOP Development
ï‚¡ Visionary Leadership
ï‚¡ Client Focused
ï‚¡ Talent Development
ï‚¡ Performance Measurement
ï‚¡ Compelling Communicator
ï‚¡ High Ethics & Integrity
ï‚¡ Bilingual: English/Lithuanian
ï‚¡ Ability to Relocate/Travel
Industry Knowledge: Design-Build | Industrial |Commercial | Military | Hospitality | High-End Resorts | Utilities Power | Energy | Pollution-Control | Coal | Gas | Cement | Steel
SUMMARY ACHIEVEMENTS
~ Spearheaded a $20-million-dollar equipment installation that was so successful it resulted in $130-million of add on projects which were commended for reaching unprecedented levels
of safety performance ~
~ Successfully built dozens of key relationships with owners, engineers and OEM’s which translated into over $250–million of project revenue ~
~ Led a new market penetration which generated over $25-million-dollars of design/build construction projects in under 18-months ~
~ Honored with Chrysler Corporation Quality Excellence award ~
ACADEMIC ACHIEVEMENTS
MBA Coursework | DePaul University | Chicago, IL
Bachelors of Science, Civil Engineering | Purdue University | Lafayette, IN
PROFESSIONAL TRAINING & WORKSHOPS
FMI Leadership Institute: business of people, federal procurement procedures, cost control, scheduling, negotiations, safety, risk management, contracts, claims, communications, performance evaluations, recruiting and sales presentations.
TECHNICAL
Primavera | CMS | JD Edwards & Timberline | Construction Cost Systems | MS Project Management | Prolog | Suretrack | Pivotal | ACT! | MS Office
PROFESSIONAL ASSOCIATIONS
Licensed Professional Engineer, State of Illinois | Past Responsible Managing Officer & Qualifier - A/B Contractor Licenses in California, Utah and Nevada Member & former Committee Chairman: American Society of Civil Engineers Member: Project Management Institute, Associated General Contractors and Associated Building Contractors
PROFESSIONAL NARRATIVE
Vice President of Operations
Hulke Construction Company ï‚¡ Orlando, FL 2008-to-2009
A $20-million dollar, full-service provider of world-class construction services with locations in Florida and the Caribbean. Markets included office buildings, high-end resorts, retail, and industrial and hardscape projects.
Recruited to provide oversight of overseas projects and 90 employees. Challenges included bringing company to a higher level of operational effectiveness. Responsible for company operations and management of international projects including partner relations, work permits and profit/loss.
 Decreased materials shortages by 10% and consolidated overseas shipments which saved $25,000 per project. Company was experiencing problems and shortages with international projects. Developed improved SOP’s including procurement procedures for international purchases which quickly resolved this long-standing problem.
 Dramatically improved efficiency and created 5% –to- 10% increased productivity time in field through establishing a 10 step Project Roadmap and Project Information Key containing company planning and administrative requirements for project manager and field supervision use. Prior to this improvement, project managers and supervisors were frustrated with a disorganized system.
ï‚„ Improved accuracy of estimating project costs and ability to measure productivity through creating core costs reports that allowed for tracking of productivity directly from the field.
ï‚„ Generated an additional $1.6-million-dollars of infrastructure and facilities project work through taking over and turning around a project for a large client who had a poor experience with their previous contractor. Established transparent cost reporting, regular meetings and consulted on additional cost savings initiatives and design changes which won client confidence on a $4.8-million dollar bridge project.
Corporate Vice President of Operations
Atlas Industrial Holdings  Columbus, OH 2004 –to- 2008
A premier, $80-million dollar company comprised of specialty contractors serving the industrial marketplace in automotive, food & beverage, steel and power as well as commercial building structures. Hired to develop division operating procedures for contract execution life-cycles and resolve major project operational issues including change and claim dispute resolution.
ï‚„ Turned around high risk projects through assuming project executive roles for multiple projects. Improved processes and customer satisfaction through mentoring developing project managers.
ï‚„ Developed a business model for new international operations which generated $400,000 additional stream of income annually. Lead the establishment of Mexico business operations while directing 2 major General Motors contracts.
ï‚„ Captured $250,000 in excess material purchases in 6-months through improving corporate proposal standards and definitions.
ï‚„ Improved performance ratings through review of financials for profit objectives. Worked with company president on development of mission statement, risk/opportunity assessments and strategic planning.
Vice President (2001-2004)
Construction Manager (1997-2001)
Project manager (1994-1997)
Graycor, Inc.  Homewood, IL 1994 –to- 2004
A $400-million dollar full service general contractor providing construction management to the power, automotive, steel, cement and general building industries.
Consistently promoted into high visibility positions for exemplary performance and achievements. Significant challenge as VP included repositioning the company to compete in a new market as a result of significant market decline.
 Led company into a new market, generating over $25 million of design/build construction work. In response to slowing markets, successfully steered the company into the cement industry, built relationships with owners, engineers and OEM’s and positioned company as a premier competitor.
 Spearheaded initial equipment installation project at AK Steel’s $1.1 billion Rockport Works that resulted in 3 major follow-up contracts totaling $150-million.
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