I have over 35 years of experience in construction, real estate, and land development. This depth of experience and knowledge can be of special value in cost savings, efficiency, and innovative problem solving. I would welcome the opportunity to meet a firm to discuss a possible position. Thank you for your time.
DOUGLAS G. LEDSAM
EDUCATION / LICENSES
Bachelor of Arts, Economics – University of California at Los Angeles, 1977
Licensed General Contractor – California, #622327
EXPERIENCE
RESIDENTIAL DEVELOPMENT: 19 years in the management of production tract homes.
• Acquisition
• Land planning and governmental approvals
• Market intelligence and product design
• Engineering and architectural design oversight
• Project management
• Purchasing
• Construction management
COMMERCIAL CONSTRUCTION: 2.5 years in the project management of military construction; managed $10.6 million construction project on a National Guard installation base at Los Alamitos, California.
• Review construction documents for clarity and the potential for change orders
• Estimating
• Bidding, contract awards, change orders
• Governmental submittal process
• Maintenance of budget and cost coding
• Scheduling and construction quality oversight
PROPERTY TAX APPRAISAL: 11 years in the appraisal of real property, negotiating with county assessors and interacting with clients; proficient in each of the three traditional approaches to value; valuation assignments have mainly been in California, but also include Washington, Oregon, and Nevada. Property types appraised include the following:
• Hotels – new construction and existing properties
• Retail – neighborhood centers to super regional malls
• Office – suburban low-rise to downtown high-rise
• Research and Development – single properties to 1,000,000 square foot parks
• Warehouse/Industrial – single properties to 750,000 square foot parks
• Residential Tract Land – vacant and partially-developed projects of 75 to 1,100 units
 
DESCRIPTION OF COMPETENCIES
ACQUISITION
• Prepare, plan, and identify market areas, product types, market segments, numbers of units per quarter and per year, and revenue goals by quarter and year
• Oversee acquisition manager’s efforts to fulfill the business plan by targeted farming
• Perform initial review of prospective properties for conformance with business plan and feasibility
• Oversee legal aspects of acquisition: preparation of Letter of Intent, opening of escrow, Purchase and Sale Agreement, and close of escrow
• Oversee fiscal aspects of acquisition: deposits, internal feasibility analysis, subsequent deposits, final disbursement of remaining purchase price
• Oversee market aspects of acquisition: identify prospective product type and revenue estimates based on market derived competitive pricing
• Oversee the preparation of a proforma and financial yield of the prospective purchase
MARKET INTELLIGENCE
• Use external research firms, e.g., Hanley Wood, to identify current and future projects in the competitive market area of the subject
• Identify the fastest absorbing projects and floor plans
• Graph the resulting data and identify areas of market strength and unserved and underserved market segments
• Perform site visits of all competition and collect market data
• Interview on-site sales staff to gain insight into the competitive project
• Complete a matrix of all competitors by square footage, room sizes and types, and targeted market segment
• Establish an architectural program for subject with square footages, bedroom/bath count, formal and informal spaces, home office and other flex rooms, room sizes, and spec level
• Review data and recommendations with upper management and sales and marketing personnel
LAND PLANNING
• Identify property constraints: physical, zoning, topographical, geological, environmental, transportation, and governmental
• Apply density and product metrics from Market Intelligence process
• Prepare lotting study incorporating all of the above to determine a unit count
ARCHITECTURE
• Select prospective architectural bidders with experience in the appropriate product type
• Prepare bid package including the data identified through the Market Intelligence process
• Distribute bid package to architectural firms, monitor responsiveness, completeness, and prepare bid comparison
• Recommend selection of the firm best suited and priced to perform the work
• Meet with awardees and communicate fully the project program and objectives
• Ensure that the program and objectives are adhered to through the management of conceptual design, design development, and construction documents
CONSTRUCTION MANAGEMENT
• Review of both plans and specifications for clarity of implementation to prevent possible confusion or inaccuracy of subcontractors’ bids
• Estimate the total cost of the project using experience and subcontractor estimates
• Accurately describe the scope of work to subcontractors, tracking their responsiveness and conformance with the bid specifications; award contracts and change orders
• Review subcontractor submittal packages for completeness and conformance with contract documents
• Maintain budget and cost coding on an ongoing basis, identifying variances
• Direct oversight of scheduling and construction quality control program
EMPLOYMENT HISTORY
2007-2009: Self Employed, Construction Project Management
Managed six federal construction contracts at the Los Alamitos Joint Forces Training Base; remodeled three buildings including a barracks, classrooms, and a mess hall with kitchen.
Total Budget: more than $10.4 million.
2006-2007: Alpine Development Group, Director of Acquisition and Market Research
Managed acquisitions and dispositions of land assets; directed market research to establish architectural criteria, market position, and specific plan positioning against the market; used engineering maps and market research to perform lotting studies of owned properties.
2005-2006: DR Horton, Vice President of Acquisition and Forward Planning
Oversaw acquisition, forward planning and product design of 12 attached properties including slab-on-grade and podium projects; managed personnel, including one director and three project managers, one director and two acquisition staff, one feasibility director, one associate, and two administrative assistants.
2001-2004: Property Tax Resources, Inc., Senior Appraiser
Performed commercial real estate appraisal for the reduction of property taxes on residential tract land which included more that 25 vacant and partly-developed projects of 75 to 600 units: Retail-more than 125 neighborhood centers as well as 8 super regional malls; Hotels-new construction and existing properties; Office-suburban low-rise to downtown high-rise; Research and Development-single properties to 1,000,000 square foot parks; Warehouse/ Industrial-single properties to 750,000 square foot parks.
Significant Projects: Horton Plaza and One America Plaza, San Diego; Valley Fair, San Jose
1993-2001: Deloitte & Touche, Manager / Appraiser
Performed commercial real estate appraisal for the reduction of property taxes on residential tract land which included more than 75 vacant and partly-developed projects of 75 to 1,100 units; Retail-more than 175 neighborhood centers as well as 12 super regional malls; Hotels-new construction and existing properties; Office-suburban low-rise to downtown high-rise; Research and Development-single properties to 1,000,000 square foot parks; Warehouse/ Industrial-single properties to 750,000 square foot parks.
Significant Projects: Playa Vista, Los Angeles; PGA West and La Quinta Resort, La Quinta.
1992-1993: Ledsam Construction, Vice President
Hazardous materials firm contracting mainly in petrochemicals; built two small condo projects in San Diego and Long Beach.
 
1991-1992: Warmington Homes, Senior Project Manager
Oversaw the work of two project managers in the planning and product design for four detached products.
1986-1991: Ledsam Development, President
Oversaw the planning and product design for 170 units in Singing Hills (unincorporated San Diego County) - small lot detached, 2 product lines: had approved TM, followed through final map and engineering plans, purchased and did construction management on horizontal and vertical construction; 140 units in Murrieta - detached, 1 product line: had approved TM, followed through final map and engineering plans, purchased and did construction management on horizontal and vertical construction; 122 units in Murrieta - detached, 1 product line: had approved TM, followed through final map and engineering plans, purchased and did construction management on horizontal and vertical construction.
1984-1985: Brehm Communities, Project Manager
Oversaw the planning, product design and purchased 125 attached units in San Carlos: had approved TM, followed through final map, engineering plans, horizontal and vertical construction; 140 attached units in San Carlos: had approved TM, followed through final map, engineering plans, horizontal and vertical construction.
1980-1983: Standard Pacific, Project Manager
Oversaw the planning and product design for 975 units in Poway - 10,000 foot and 1 acre lots, 3 product lines: 22 acres of retail, 9 court tennis club from approved tentative map through final map and engineering plans; 594 units in Carlsbad - attached and detached, 2 product lines: from raw acreage through final map, engineering plans and Coastal Commission approval; 165 units in Carlsbad - 6,500 lots, one product line: obtained TM, followed through final map and engineering plans; 225 units in Escondido - 10,000 lots, 2 product lines: obtained TM, followed through final map and engineering plans.
1979-1980: Pacific Scene, Purchasing Agent Pacific Scene
One year Assistant Purchasing Agent; purchased and permitted 1,400 houses, horizontal and vertical trades.
References available upon request.
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