main objective: to continue evolving in Senior Management,:
- either on a contractual basis, as I did in the recent years;
- or, eventually, in a more permanent Senior or Director position.
Objective
My goal for the near future is to prioritize management positions or contracts where my varied but complementary work experiences could be used in synergy. Ideally, the position requires a very dynamic, energetic, responsible person, with a strong ethical orientation. I believe in people empowerment and wish to grow in a professional environment.
Professional Accomplishments
Project Management / Direction – Construction (12 yrs +) / Naval (1 yr)
 Contract negotiation and administration
 Project execution on-site management
 Personel hiring and management
 Material resources procurement
 Technical follow-up / knowledge of PM software
 Consulting in construction project management
 Direction /General Manager of a construction company
 Business development
 Estimation, preparation of bids and proposals
 Management tools (software ): MsOffice, Visio, MsProject
 Methodologies : PMBOK
Project Management, Application Development, Formation – IT (6 yrs)
 Analysis, definition of needs
 Negotiation with clients and users
 Management of geographically dispersed teams
 Complete charge (all phases) of small development projects
 Consulting – IT specialist - .Net architect
 Course definition, planning and development
 Lecture delivery (college and university institutions)
 Institutional and private (enterprise) clients
 Methodologies : PMBOK, MSF, Agile
Recent mandates– Construction and Maritime industries
Project Director, Highway 50 | DJL Construction 2009-2010 (interim position)
• project : Highway 50, Plaisance to Papineauville section
• value: $30M, spread over 3 years with many wait periods in 2010-2011
• The mandate : replace the previous director who left
- context : Many recent loss of managers in the company; for this specific project, I am the fourth director. The monetary value of the project is much higher, and the nature of work different, from the usual contracts which constitute the core business of the company.
General Director | Tawich Construction 2008-2009 (1 year contract)
• enterprise owned by the Cree Nation of Wemindji, James Bay
• General Contractor in: : road maintenance and construction, earthwork, civil work
• yearly income: around $10M
• The mandate : interim general direction of the company
- context : There has been no director for over one year. The Board was trying to fill all positions with Cree people but has not succeeded in finding qualified candidates. The corporate objective of becoming 100% Cree managed was still a goal during my interim.
Realizations :
ï® Structure and process analysis, with many recommendations to the Board / discovery of suspicious over-payments to some suppliers.
ï® Emphasis on formation, with the help of subsidies from CHRD, and on adhesion to CCQ so Tawich can grow outside the reservation.
ï® Business development, resulting in an important amelioration of Cree hiring on local construction contracts (mostly at the Opinaca Mine, but also by sub-contracting to general contractors doing work in the territory).
Construction director – Alberta projects | Systèmes TAG 2008 (6 mths contract)
• enterprise specialized in : structural steel buildings
• project valued: between $1M and $3M
• The mandate : recovery and closure of project, recovery of money
- context : Following a recent but too rapid expansion in Alberta, 4 projects were in serious trouble. Clients and sub-contractors were very upset, liens were put on the building, revenues were held back; the financial risks were critical to survival of the business.
Realizations :
ï® Establishing much better relations with the clients and sub-contractors.
ï® Recovering over 80% of the money.
Project Manager, Beauharnois site | HMI Construction 2007 (replacement)
• General Contractor, specialized in: civil + mechanic
• projects: refection of upstream and downstream gates
• value: two projects valued $23M each, lasting each 5 years
• The mandate: replacement of a project manager on a sick-leave
- context : This job site had been established for many years, with similar on-going projects at various degree of advancement. Emphasis was put on keeping a cohesive team (with various professionals working on site).
- complexity : tough security rules, very strict schedule when production was interrupted, administration very heavy (lots of paperwork).
Realizations :
ï® taking direction on a short term notice, in a multi-project context, facing and accumulated backlog of administrative work
ï® recommendations resulting in easing administration of change orders
Project Manager | Verreault Navigation 2006-2007 (1 year contract)
• business sector : shipyard
• contracts valued : from around $500 000 to a few millions
• managed projects:
- Varekai box office for Cirque du Soleil (modification of a maritime container)
- many ship repairs
Realizations :
ï® Integrate rapidly in a new business sector and contribute positively.
ï® Contribution to the project management process, by promoting a Project vision and implementation of known « best practices » (formalize deals, follow-up to post-mortem, development of management tools and prototypes
special realization :
• client : ebc
The mandate : project recovery (schedule and cost)
- It was first necessary to rebuild trust in the team. A good production level was reached so delays stopped to accumulate. In a few months, the project became profitable again.
Project Management and Estimation – Construction
Project Manager and Estimator (see project list below)
Typical tasks :
- complete project management for General Contractors
- contract and sub-contracts negotiation and administration
- project control : schedule and cost
- general management of on-site office
- personnel hiring and supervision
- procurement
- management of relations with client and professionals
- organization of project meetings
- participate in estimation (public bids)
- participate to project estimation and sale to client (on invitation and key-in-hand)
THE PROJECTS
Waste Treatment Plant, phase II, Quebec Incinerator | Les Entreprises Descimco (Beauport) 1991-1992
• total value of project : 12M$ duration: 1 year for this phase
• General Contractor, specialized in : industrial mechanic
note : I was more specifically in charge of the civil work portion, which is not part of the main expertise of the company
Hotel Baccarat extension, Montreal | Construction Global 2000
• value : 2M$ duration : 9 months
1988-1989
• General Contractor in : building (public / invitation / key-in-hand)
context and realizations :
ï® helped to sell the project to the client
ï® very young company, located in Quebec, with no list of suppliers in Montreal : the project was executed from a theoretical estimation file (no price asked to any sub-contractor or supplier) and the “Yellow Pagesâ€
ï® complete management : client and suppliers relations, negotiations, opening of accounts, procurement, hiring, organizing meetings, schedule and cost control, …
108 apartments building « Le Capitole », Granby | le Groupe Pomerleau
• value : 8M$ duration : 1 year 1986-1987
• large General Contractor in : building (medium to large projects)
note : at the time of construction, this building was the tallest one in Granby
training / summer jobs (road construction and design)
between 1982 and 1985
• supervision or road construction (Mont-Tremblant)
- enterprise : Dupuis, Routhier, Riel
• survey calculations, St-Antoine exit on Ville-Marie autoroute
- enterprise : Janin Construction
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