A Leadership Role that will utilize my expertise in Construction/Project Management, Financial Management, Quality Assurance and Customer Relations Management in order to:
• Provide strategic planning and organizational leadership to support and enhance company goals
• Utilize industry best practices and process improvements to increase performance and productivity
• Monitor project budget, job cost change orders and scopes of work to control cost overruns
• Create team environment to assure quality results and customer satisfaction with internal and external
Keith Wrenn
3424 Cast Bend Way
Buford, GA 30519
home: (678) 482-3533
cell: (404) 925-2804
ksjl99[at]bellsouth.net
OBJECTIVE
A Leadership Role that will utilize my expertise in Construction/Project Management, Financial Management, Quality Assurance and Customer Relations Management in order to:
• Provide strategic planning and organizational leadership to support and enhance company goals
• Utilize industry best practices and process improvements to increase performance and productivity
• Monitor project budget, job cost change orders and scopes of work to control cost overruns
• Create team environment to assure quality results and customer satisfaction with internal and external customers
QUALIFICATIONS
• Reports/Information Management
• Microsoft Excel, Word, Outlook
• Negotiations
• Pricing/Procurement
• Problem Solving
• Multi-site Management
• Contact Administration
• Process Improvement
• Best Practices
• Leadership/Motivation
• Quality Control
• Employee Training
• Staff/Staff Development
• Safety Compliance
• Planning
EXPERIENCE
Pulte Homes Corporation, Duluth, GA 1995 to 2009
Project Manager (8 yrs.)
Superintendent (5 yrs.)
Glass Byrd Homes, Suwanee, GA 1992 to 1995
Project Coordinator/Superintendent
Watkins Properties, Stone Mountain, GA 1991 to 1992
Superintendent Renovations Multifamily
Roberts Properties, Duluth, GA 1990 to 1991
Superintendent Multifamily
Metro/Fogelman Properties, Memphis TN 1986 to 1990
Superintendent Multifamily
Glen Properties, Atlanta, GA 1985 to 1986
Assistant Superintendent Multifamily
Investment Capital, Atlanta, GA 1982 to 1985
Project Coordinator/Estimating Multifamily
EDUCATION and PROFESSIONAL DEVELOPMENT
Bachelor of Science Degree in Technology, Construction Management
from Georgia Southern University in Statesboro, GA
Construction/Project Management
Coordinated projects effectively in order to control costs and ensure highest level of quality. Controlled all phases of project; oversaw all negotiations with contractors, vendors and third parties; approved contractor invoices with project coordinator; oversaw ordering and inventory for building materials and heavy equipment; supervised over 15 regular employees directly and over 75 contractor personnel; maintained excellent relations with vendors, established close working relationship based on mutual respect; controlled cost overruns, which are very prevalent in construction industry. Results: Over 2,500 multi family units were constructed with no issues, all projects were completed within deadlines.
Planned and developed student housing project for Memphis State University, which was company’s first entry into government funded projects. Met with architects and made revisions to plans after careful review; met with Student Housing Representatives on weekly basis; obtained job status updates to gather feedback on client’s perspective of project; oversaw $5M budget; coordinated project with administration from college; scheduled contractors and ensured timely delivery of equipment and service; process charge orders through approval by architect; ensured cost controls were maintained. Results: Project was completed ahead of deadline and under budget.
Maintained superior quality during construction of residential homes. Managed on-site staff of 8 to 15 superintendents and customer relations personnel, monitored quality; assisted customer relations department with homeowner’s concerns; reviewed superintendent’s schedule to assure that deadlines were met and projects were on schedule; monitored house budgets, reviewed overhead expenses; approved contractor draw request, purchase orders and change orders; ensured cleanliness of sites and homes inside and out; appearance was very important to marketability; troubleshot problems, ensured superintendents were following policies and procedures. Results: Delivered over 2200 quality homes on time and within budget.
Supervised all phases of renovation project on two communities that provided critical upgrades and improvements. Scheduled monthly meetings with client and bank representatives to ensure renovations met expectations while conforming to local building codes; oversaw complete renovation of bathrooms, kitchens, and general cosmetic upgrades to units; supervised exterior renovation that included upgrading of landscaping, painting of buildings; secured contractors and hourly personnel to perform renovations. Results: Renovated interior and exterior over 500 units and turned over to management.
Financial Management and Quality Assurance
Managed project budgets ranging in size from $1.25Mfor 10,000 square foot community clubhouse to $4.2M for 22,000 square foot community clubhouse and as much as $40M for large residential community with construction ranging between 45 to 50 houses at one time.
Turned around large cost overruns that substantially lowered operating costs of community project and enabled company to meet projected profit margin. Company had issues with community overheads being over budget; provided leadership for Wingman committee, which was started for studying process improvements and problem solutions; analyzed each activity that was included in overhead budget; understanding each activity enabled company to reduce costs on such basics such as model utilities; committee used information learned from study as training tool and presented information to employees on ways to lower overheads. Results: Community overheads were lowered by 5% below budget and when multiplied over 30 communities, savings was substantial.
Implemented program involving performance metrics, which established standards and improved production. Noted employee performance issues within community in which more recent hires were outperforming more seasoned employees; monitored all performances for month and determined that seasoned employees consistently delivered homes late and with lower quality; initiated counseling for seasoned employees; hired replacement and expanded training in order to perform wider range of work. Results: Customer satisfaction scores increased from average of 65 to 85% in eight months.
Customer Relations Management
Initiated requirement for training to address specific issues affecting quality and customer satisfaction. Company was experiencing tremendous growth and was in need of trained personnel for new communities; committed to goal that training is ongoing process and properly trained personnel are key to success; solved portion of company issue of personnel by having replacement trained along with all subordinate personnel and ready to advance. Results: Training brought increased quality outcomes and customer satisfaction; enabled replacement to assume complete responsibilities for new community.
Turned around customer service delivery primarily through motivation of staff and emphasis on development and maintenance of positive relations with customers. Company wanted to improve customer satisfaction and quality; incentive program was developed that awarded prized to community with best customer satisfaction scores for year; major criteria was following policies and procedures, which enabled assigned community to win contest for first year in Atlanta area. Results: Team was recognized for delivery of highest quality of project completions and won three-day trip to Bahamas.
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