I would like to obtain a Sr. Project Management or Leadership position managing large scale construction and engineering projects. Projects can be in the heavy industrial (power, pulp / paper, cement, steel)or commercial construction sectors.
ROBERT W. HARRIS
Atlanta, Georgia
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SUMMARY OF QUALIFICATIONS
Combines Master of Business Administration with progressive career advancement leading complex construction and engineering projects locally and abroad. Expertise at directing turnkey construction projects, capital equipment installations, overseeing start-up/turnaround initiatives, streamlining operational procedures, proposal preparation, contract preparation & negotiations, and construction claims. Proven record of success managing construction projects up to $150M and multiple projects in excess of $350M. Projects include: commercial mid-rise construction, healthcare, retail, hospitality, IT upgrades / data centers / call centers, infrastructure and life safety upgrades, automotive, heavy industrial and mechanical equipment installations..
CAREER ACCOMPLISHMENTS
Leadership & Executive Management
• Extensive leadership and project management experience leading project and program teams focused on construction / architectural / design for commercial and heavy industrial projects.
• Selected by executive management to assume leadership role for critical construction projects that were underperforming; produced positive results through exceptional financial management, team building and ability to make strategic decisions.
• Appointed interim President of a $20M construction and engineering corporation charged with providing steadfast leadership during transition while maintaining all current duties and responsibilities.
• Collaborated with divisional president, throughout corporate restructure resulting in profitability within a one-year period. Deployed aggressive strategies that increased revenues 33%, increased bookings 66%, and overall profitability increased from a loss to a profit in excess of 1.1M in one fiscal year period.
Performance Improvement & Operational Efficiencies
• Performed Value Engineering study for a commercial banking institution that realized approximately 12% savings on a typical branch bank construction budget of $1.5M and a reduction in construction time by 3 weeks.
• Partnered with Project Lead in an aggressive turnaround effort to save $30M on a $150M construction project in Taiwan. Credited for bundling contracts, utilizing local engineers, negotiating cost-saving agreements and eliminating cultural barriers to achieve budget goals. Collaborated with the Chief Director of Taiwan Power to establish consensus and ensure expectations were consistently exceeded.
• Standardized project budgeting/cost and forecasting/scheduling systems, as well as the QA/QC processes; resulting in accurate project financial forecasting, on time project scheduling & deliveries and improved quality of materials supplied by vendor partners.
Finance & Budgetary Expertise
• Entrusted by senior management with preparing and negotiating strategic international contracts, which proved instrumental in maintaining minimal construction disputes and claims. Favorably negotiated numerous individual contracts valued in excess of $20M for construction/installation services and equipment fabrication in the Taiwan marketplace.
• Spearheaded cost reduction efforts for Kaiser Permanente’s construction program that resulted in an average project savings of 13% for projects ranging up to $250,000. Yearly construction savings were estimated to be $350,000+.
CAREER ADVANCEMENT
CB RICHARD ELLIS, Atlanta, Georgia 2005 to November 2008
Director, Project Management – Provided Senior Leadership for the project management department consisting of 8 project managers managing over 125 projects per year. Provided indirect management to 200+ team members via architects/contractors/suppliers. Responsible for department P&L, risk management, proposal preparation, construction contracts, staffing, staff training / mentor, development and implementation of department policies/roles/responsibilities. Spearheaded strategic initiatives for cost reductions for department budgets and service charge rates. Initiated “lunch & learn sessions†for training and development of project managers. Assisted CBRE leadership team in the pursuit of new business opportunities. Managed the ongoing relationships with construction partners (architects, design teams, engineers, contractors and suppliers) to build relationships that enhanced the quality of projects delivered to our clients. Managed projects consisted of ground-up commercial, healthcare, life sciences, data center/call center, automotive, commercial interior build-outs, life safety upgrades, building infrastructure upgrades.
Selected by division president for a 6 month assignment in Mumbai, India: assignment was to train newly acquired Mumbai Project Management office/staff on project management fundamentals, financial reporting and project execution to achieve consistent project results. At the time the Mumbai office was purchased the project management staff had very little training in project management and no procedures were in place.
FREESE CONSTRUCTION COMPANY, Atlanta, Georgia 2004 to 2005
Senior Project Manager – Managed full scope construction programs for commercial and health care projects from pre-construction and partner team selection through project completion. Responsible for owner relationships, project P&L, budgeting, scheduling, procurement, staffing and all construction activities. Collaborated with owners, design teams and engineers to expedite project programs, schedule work to exceed expectations, provide quality fabrication of materials / equipment, and provide value engineering to reduce project cost. Mentored and trained team members for advancement to next level in project / construction management.
KAISER PERMANENTE HEALTH PLAN, Atlanta, Georgia 2001 to 2004
Senior Project Manager - Managed construction projects / programs for the design and construction of new ground-up buildings, interior expansion and upgrades of existing medical office buildings. Provided Leadership to design teams, engineers, general contractors, specialty contractors and internal procurement. Responsible for project P&L, risk management, contract management, claim mitigation, bidding and selection process for project team members (architects, contractors, consultants, specialty contractors, and equipment suppliers. Assisted the real estate and legal team in the acquisition of land and buildings for Kaiser’s future growth of medical facilities and services. Guided the internal space planning teams (medical administrators, doctors, nurses) for proper placement of medical service providers, departments and operations. Ensured zero impact to medical facility daily operations by scheduling work activities to coincide with facility operations for all interior build-outs; most interior projects were with in the confines of active medical facilities were disruption to ongoing medical services was not allowed. Projects included; ground-up medical office building construction, interior office build-outs, laboratories, call centers / data centers, prescription refill centers, life safety upgrades and building mechanical systems upgrade programs. Assisted the Facilities Department with projects that were to large or complex for their team to manage.
AMEREX INDUSTRIES INC., Atlanta, Georgia 1998 to 2001
Vice President Operations – Provided Senior Leadership for the Operations department of this $20M+ engineering, design and construction business. Managed direct staff of 23+ and indirect staff of 300+. Responsible for department P&L and departmental budget, client relationships & retention, staffing & career development, strategic growth, QA/QC, corporate safety programs. Provided daily leadership for project management, construction, engineering, procurement and administrative staff. Instituted the use of project cost controls / budgeting and schedules as a financial tool for tracking project cost. Assisted company President and marketing team with project pursuits and sales efforts for developing new clients and future business opportunities. Clients served were in the power, pulp / paper, steel, cement and oil refinery industries.
THERMATRIX CORPORATION, Knoxville, Tennessee 1997 to 1998
Senior Project Manager – Spearheaded all facets of engineering and construction projects. Directed total project P&L/budgeting, contract negotiations, construction, purchasing, estimating, dispute resolution, risk management, and constructability reviews. Projects consisted of Thermal Oxidizers for the processing and destruction of volatile materials through incineration.
SES ENVIRONMENTAL SYSTEMS INC., Knoxville, Tennessee 1995 to 1996
Director of Operations – Managed the operations for this $10M heavy industrial design and construction company. Systematized the project financial reporting system through the use of formal programs and cost controls. Negotiated and developed vendor alliances for material fabrication and construction contracts. Additionally served as a project manager, projects were for the power and pulp / paper industries.
ABB ENVIRONMENTAL SYSTEMS, Knoxville, Tennessee 1988 to 1995
Senior Project Manager – Directed the design, execution and construction of heavy industrial capital projects ranging to $150M and multiple projects up to $350M. Accountability for P&L/budgeting for assigned projects, engineering, procurement (bidding/selection) construction, commissioning/owner turn over, and warranty. Managed direct staff of 40+ and indirect staff 350+ (union & non-union). Collaborated with the sales department in client presentations for business pursuits. Led cost reduction program that increased project margins by 5% to 10% by the use of multiple project purchasing opportunities. Negotiated individual contracts up to $45M. Projects were for the following industries; power, pulp / paper, cement, steel, oil refinery and waste to energy.
Assistant Taiwan Branch Manager (1992-1993) – Relocated for twenty-four months to Taipei Taiwan to manage the construction of a $150M+ capital project (power plant expansion) for Taiwan Power. Provided Senior Leadership for the following areas: local engineering, construction, contractor selection, supplier/vendor qualification and selection, local sourcing/material purchasing, freight forwarding. Managed expatriate field staff of 35, Chinese engineering staff of 15 and construction team of 350+.
EDUCATION & ADVANCED TRAINING
MBA, Kennesaw State University, Kennesaw Georgia
B.S. in Construction Management, Syracuse University, Syracuse, New York
Bradford & Associates; Project Management Improvement Process 1991 & 1994
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