Experienced General Contractor and Profit Center Manager with proven track record of significantly increasing profitability by improving operation efficiencies and developing strong company team members, seeks long term professional partnership with your company.
Let me start by introducing myself; my name is Robert Kardos, I am an experienced, results oriented operations executive with a strong track record in successful profit center management with an extensive residential and multi-family general contracting background. For example, with Toll Brothers, I took over a failing home building division that was losing over $2 million dollars a year, and made it profitable within a two year period and then increased the net annual profits to just under $9 million dollars within an additional two years.
I am a hardworking, dedicated manager that leads by example, one that has the ability to coach, mentor and develop strong team members. I am a loyal manager that seeks a long term career partnership, not short term employment, as demonstrated by my tenure with both Toll Brothers and Ryan Homes for nine years each.
Although I am currently working as an independent land acquisition consultant on bank REO properties and/or distressed land deals, my desire is to secure an Executive Operations Manager position with a well respected general contracting company such as yours.
I am confident that I would make a strong addition to your executive team and I look forward to the opportunity to discuss how my abilities can benefit your company. I can be reached at home at (704) 540-2418 or by cell phone at (980) 722-0624 to schedule a time to meet.
Thank you in advance for your time and consideration.
Sincerely,
Robert J. Kardos
Executive Operations Manager
ROBERT KARDOS
1300 Rockfish Drive, Matthews, NC 28105
(704) 540-2418 Residence, (980) 722-0624 Mobile or email rkardossr[at]hotmail.com
Home Building Operations Executive
Proven record of significantly increasing operation profitability
24 years of progressive Top Ten National Home Building Management Experience
Asset Management in excess of $100 Million in Annual Revenue
High energy, division team leader with experience in all aspects of Home Building Operations from Land Acquisition, Approvals & Development, Architectural Design, Estimating and Contracting, Cost Control and Waste Management, Sales and Marketing, Office Administration and Reporting, Construction Scheduling, Residential and Multi-Family Construction, Quality Control, Team Development, Management and Leadership, Customer Satisfaction and Profit Center Management.
CORE COMPETENCIES
• Expert Profit Center Management
• Increase of Sales & Revenue
• Increase Department Efficiencies
• System Management / Implementation
• Cost Reduction & Waste Management
• Increase Operation Profitability
• Operation Growth and Expansion
• Project Profitability Analysis & Acquisition
• Market Comp Analysis & Product Selection
• Team Leadership and Direction
• Train, Develop and Retain Employees
• Coach / Mentor Team Managers
• Increase Customer Satisfaction
• Balance Delegation / Personal Involvement
PROFESSIONAL EXPERIENCE
Cedar Creek Landing, LLC.
Executive Operations Manager, 2009 to Present – Managing Member of Real Estate Investment Opportunity Company. Evaluation and acquisition of distressed, or significantly discounted, properties for investment consideration. Approved or partially improved residential building sites for future re-sell of developed lots and/or vertical construction.
Notable Accomplishments:
• Researched, negotiated and put under contract several distressed properties for clients at substantially discounted pricing of 60% to 70% off retail price.
Toll Brothers, Inc. (NYSE, TOL)
Division Vice President, Re-hired 2002 to 2009 – Profit Center Manager for the Charlotte Division. Responsible for all aspects of the Charlotte region daily operation and P&L contribution. Took failing Home Building division losing over $2 Million dollars a year and made it profitable within a two year period, then increased the net annual profits to just under $9 Million dollars within just two additional years.
Peak divisional revenues in excess of $103 Million, net profit of just under $9 Million with annual closings of 163 units.
Managed all aspects of Divisional and Project Management Team personnel’s daily performance, including but not limited to: Division P&L responsibility, Human Resource Management and Leadership, Land Acquisition, Approvals and Development, Sales and Marketing, Costing and Budgeting, Accounting, Administrative procedures, Construction Services and Customer Satisfaction.
Notable Accomplishments:
• Took failing Home Building division losing over $2 Million dollars a year and made it profitable within a two year period, then increased the net annual profits to just under $9 Million dollars within just two additional years.
o Re-packaged old non-performing communities in order to make them profitable and to sell them out more quickly.
o Discovered, researched and negotiated the acquisition of Union County’s most successful master plan community (Marvin Creek) for 2005 through 2008; selling 165 homes at the peak of the market and closing 163.
o Developed new product, elevations and options to better meet the local market demands.
o Increased Sales Revenue from $6M to $103M in just four year period.
o Reduced construction hard cost by 10.3% by re-bidding out all subcontracted work.
o Reduced construction hard cost variance from 3.2% to 0.8% on average.
o Increased average unit profitability from -7.6% to positive 8.7%
• Created initial company computerized construction scheduling system that reduced Charlotte division days under construction by 173 days on average.
• Created and implemented weekly computer tracking system for Project Manager training program.
• Created and implemented weekly computer tracking system for Sales Manager customer prospecting activity and Realtor relationship development.
• Implemented Bi-weekly Construction Manager training program.
• Created and implemented weekly computer tracking system for new community start-up process.
• Involved with market analysis, land acquisition and remote start-up of satellite division in Atlanta, Georgia.
M/I Homes, Inc. (NYSE, MHO)
Vice President of Construction, 2000 to 2002 – Responsible for the overall management of Land Acquisition Due Diligence and Development, Costing and Purchasing, Construction and Warranty departments with daily interaction with Sales department. Responsible for all aspects of each department from staffing, training and development, implementing departmental systems and/or procedures, to managing the “Key Result†areas for each department to ensure that they each achieved or exceeded their monthly company goals.
Notable Accomplishments:
• Managed 15 active communities with average of 275 closings per year.
• Improved customer satisfaction ratings from 74% to 98%.
• Implemented unit cost contracting verses bulk bids, reducing construction hard cost by 5.8%.
• Created and implemented computerized construction scheduling program that reduced divisional average days under construction by 56 days.
• Created detailed scopes of work for all phases on construction that eliminated subcontractor charges for “extrasâ€.
• Created and implemented weekly Construction Supervisor training program.
• Created and implemented computerized construction bonus system that tied Construction Supervisors and Construction Assistant Supervisors performance to their key result expectations.
Toll Brothers, Inc. (NYSE, TOL)
Project Manager, 1998 to 2000 – Responsible for all aspects of the community's success including: Project Profitability, Human Resource Staffing and Management, Land acquisition/Development, Sales/Marketing, Costing/Budgeting, Accounting, Administrative, Construction and Customer Service. In addition, involved in new community start up and land review process while running an existing active community.
Notable Accomplishments:
• Took over worst performing community within the Maryland division and turned it around within one year period going from $400k in profit to $3.3M.
o Increased sales from 12 to 36 within a one-year period by re-packaging included features, sales incentives and by creating urgency through sales activity and price increases.
o Decreased hard cost by 5.4% by re-contracting all subcontracted trades.
o Reduced days under construction by 87 days by creating and implementing computerized scheduling system.
o Increased unit profitability from 6.1% to 14.7%
Custom Touch Builders, Inc.
President, 1996 to 1998 - Entrepreneur for residential Design/Build firm specializing in upscale residential custom homes. Responsible for overall business management of the corporation including Sales & Marketing, Design Consulting, Costing and Budgeting, Accounting, Administrative, Construction, Profitability and Customer Satisfaction.
Notable Accomplishments:
• Learned all aspects of running a small private business, including: Company start-up process, system and procedure research, development and implementation, sales & marketing methods, cost control measures, administrative processes, company accounting and reporting.
N.V. Ryan Homes Inc. (NYSE, NVR)
Advanced through multiple promotions from 1988 through 1996:
Production Manager, August 1993 to July 1996 - Responsible for the management of costing and construction of 300+ residential houses annually for a thirteen community division. Duties included: training and development of personnel, new product costing, existing product costing maintenance, change order requests, permit processing, local government code interpretation resolution, critical phasing of short and long range construction schedules, subcontractor acquisition and negotiations, construction quality control, departmental budgeting, construction variance regulation, subcontractor invoicing procedures, developer and engineering services, customer satisfaction and legal matters related to construction.
Sales Representative - June 1992 to August 1993
Cost Technician - April 1991 to June 1992
Production Supervisor - December 1988 to April 1991
Assistant Production Supervisor - April 1988 to December 1988.
Notable Accomplishments:
• Received multiple company awards including: Construction Volume, Sales Volume, Model Presentation, Customer Service and Most Valuable Player.
• As Production Manager:
o Managed 13 active communities with average annual closing volume of 300 homes.
o Increased customer satisfaction levels from 84% to 96% by improving Construction Supervisor communication with customer and meeting projected delivery dates.
o Reduced hard cost of construction by 4.5% through re-contracting of subcontractor trades.
o Reduced average days under construction by 32 days through close monitoring of divisional construction activities verses projected schedule.
o Participated in corporate Construction Supervisor training classes for new Assistant Construction Supervisors.
o Created and implemented a supplemental divisional monthly Construction Supervisor field training program.
o Created Senior Construction Manager mentoring program.
COMPUTER SKILLS
WORD PREFECT, MICROSOFT OFFICE WORD, POWER POINT AND EXCEL
EDUCATION
UNIVERSITY OF PITTSBURGH
BACHELOR OF ARTS IN ARCHITECTURAL STUDIES - DECEMBER 1985
PROFESSIONAL LICENSE
UNLIMITED RESIDENTIAL/COMMERCIAL/ INDUSTRIAL GENERAL CONTRACTOR LICENSE FOR NORTH CAROLINA
UNLIMITED RESIDENTIAL GENERAL CONTRACTOR LICENSE FOR SOUTH CAROLINA
UNLIMITED RESIDENTIAL GENERAL CONTRACTOR LICENSE FOR GEORGIA
PROFESSIONAL AFFILIATIONS
NATIONAL ASSOCIATION OF HOME BUILDERS
HOME BUILDERS ASSOCIATION OF CHARLOTTE
HOMEAID CHARLOTTE - BOARD OF DIRECTORS
REFERENCES
AVAILABLE UPON REQUEST.
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