Healthcare and Federal Government GSA and VA program management and or Construction management services
EDUCATIONAL BACKGROUND
St. Procopius College; Lisle, Illinois
Cornell University: Ithaca New York Executive Program
De Paul University; Chicago, Illinois KPMG sponsored programs: Contract Law, Merger & Acquisition, and Healthcare Law – 1985
COMPENSATION
Annual Base Salary: Negotiable
Current Performance Bonus: (15 percent of base salary)
Other Components: Dollar match 401K, Company Automobile
BUSINESS EXPERIENCE
BOVIS LEND LEASE
New York, New York
2004 to November 2008
Bovis Lend Lease is a key player in the global construction market, founded as Bovis in 1885. Today they are a subsidiary of Australian real estate firm Lend Lease. Bovis provides program management and construction services for nearly every project phase, including consultation, design/build services, and construction management. In 2004, the Company reported sales of $6 billion worldwide and $3.2 billion in the United States, with Healthcare activities representing their largest United States segment.
VICE PRESIDENT AND PROJECT EXECUTIVE,
NATIONAL HEALTHCARE ACTIVITIES
Reports to the National Healthcare Vice President and on acquisition and strategic activities to the Company COO. As project executive manages a team of direct reports, including; project executives, project managers, project engineers, pre-construction estimators, and field superintendents. Responsible for strategic planning and major construction activities of nationally ranked teaching universities. Responsible for the Federal Services groups such as the DoD and VA, as well as tactical efforts in project management and schedule completion of specific critical Healthcare projects. Major accomplishments have been new University clients and successfully completing a final plan for Bovis to become listed as a Federal GSA schedule vendor.
During his career he participated in the development of over ten million square feet of land acquisition and over three million square feet of building construction; including all types of hospital construction and clinical expansion programs including; green field hospital sites, out patient facilities, diagnostics units, skilled nursing, medical office centers, and CCRC facilities. While affiliated with Bovis, Lakner completed major program management and pre-construction consulting and construction management services as follows:
Strategic Planning and Program Management Activities at Bovis Lend Lease:
· University of Chicago new pavilion pre-construction and budget estimating services for the University’s new 850,000 square foot Hospital. This fee income assignment included Bim constructability concepts, value engineering, and logistics planning in a power point format for their board presentation.
· University of Illinois at Chicago programming and cost estimating for two 400,000 square foot Hospital additions included logistics and constructability planning, which was required for their certificate of need presentation to the Illinois Health facilities planning board.
· Veterans Affairs, three major 500,000 sf healthcare campus programming projects using Bim for constructability and scheduling. Sustainability planning and LEED documentation was part of the VA’s initiative for Las Vegas, Denver and their Orlando facilities.
· Positioned Bovis Lend Lease as a preferred provider within the Veterans Affairs ( VA ) under GSA schedule 871 for pre construction and CM services. Worked with the Office of Chief Architect ( OCA ) and VA technical staff to ensure proposal requests met our qualifications and capabilities.
Construction Management at Bovis Lend Lease:
· University of Chicago Hospitals, was a $66 million medical project
Medical Office Building and Parking Garage.
Completed a 1,200-plus car parking facility and integrated a 68,000 square foot medical office building under a fast track process. Had full P & L responsibility and exceeded the University’s W/MBE goals.
Healthcare out-patient Construction prior to Bovis
· Danada Medical Offices, diagnostic imaging services, outpatient treatment, and Urgent care, a $22 Million expansion
Acted as Project Executive and Owners Officer for this LLC.
This included a 44,000 square foot addition to the existing 20,000 square foot building.
The project included a new Cardiology lab and health center, six new physician office suites of 4,000 square foot each and an upgraded Urgent care center with diagnostics, lab, and mammography.
· St. Charles Medical Offices, Hospital diagnostic imaging and Urgent Care, which included twin towers owned by affiliated Hospitals, a $58 Million project
Acted as Project Executive and Owners Officer.
This project included the purchase of 25 acres and an affiliation with the St. Charles School District.
The project was one of two 68,000 square foot medical office buildings with a 14,000 square foot Urgent Care facility with complete, diagnostics, lab, and mammography services.
The building was a Village Award winning three-story design and had extensive value engineering work completed, which saved the Health System over $2 million.
Project was completed on time and on budget with no change orders.
· Stratford Medical Offices and Physician Partnership, was the first physician and Hospital owned project and structured as an LLC. While only $35 million, this project required alignment with 12 specialty groups and equity investments. Lakner was named the managing member because of his negotiating skills and the confidence the physicians had in his management skills:
- Acted as Project Executive, Managing Member of the LLC, and Board Chairman.
- This acquisition included the purchase of a vacated Toy’s R Us building on the edge of Stratford Shopping Center.
- Over 34 physicians participated in the ownership of this project, which, once remodeled, included over 90,000 square foot of physician office space.
- The hospital leased an 18,000 square foot Urgent Care Center and installed diagnostics, lab services, and mammography. It also became the site for the Business and Occupational Health Center, and a Community Free clinic.
· River North Medical Office Building, became the second equity transaction at $46 million:
- Acted as Project Executive, Owner’s Officer, and LLC Managing Member.
- This new site on the northwest end of Naperville included the acquisition of 40 acres of land for retail development and the largest medical office/urgent care center for Central DuPage Hospital.
- This was a three-story, 75,000 square foot office building accommodating over 40 physicians and a 24,000 square foot urgent care center, rehab clinic.
- The project also included the addition of a free standing Walgreen Drug Store, Community Bank and the Wheaton Eye Clinic – which provide clinical ophthalmology services to a new market for them.
- Total building construction at the site exceeded 225,000 sf.
· Health Track Fitness and Orthopedic Center was the first “wellness center at $62 million:
- Acted as Project Executive, Owner’s Officer, and LLC Managing Member.
- This project was the western suburb’s largest health oriented fitness center and medical support services facility.
- Health Track included an 180,000 square foot health fitness facility and a 35,000 square foot medical office component for Orthopedics, Rehabilitation, and a Cardiac screening, which included an Ultra-Fast MRI for calcium screening.
- The initial acquisition included 20 acres of land and the approval of the city council to approve the design, as it was the main entrance to the City of Glen Ellyn.
- Upon completion, this project was ahead of schedule; it won the Regional Design Award and eventually included an additional 50,000 square foot medical office center for primary care physicians and referring doctors.
· Center for Surgery:
- Acted as Project Executive and Managing Member of the LLC and Board Member.
- This project initially included the purchase of a newly developed track of land on the far north end of Naperville and was to be a small surgical center owned by 12 physicians and Central DuPage Health System.
- After multiple designs and continual interest by physicians from the community, this projected became a 60,000 square foot surgical facility.
- By construction completion, over 90 physicians became owners of this LLC, wherein Mr. Lakner was the sole managing member, and Edward Hospital and Central DuPage Hospital each owned 33 percent, respectively.
- Today, after two additional expansions, this facility is one of the busiest outpatient surgical centers in the United States.
- Facility accommodates all types of minimally invasive surgery and clinical treatments.
· Wyndemere’s CCRC, a total project of over $212 million
- Acted as Owners Representative and Project Executive.
- This was a three phase five-year project that began with an Independent Living facility of 85,000 square foot as a three-story design, with a parking garage for 300 cars.
- Was the first up-scale CCRC project for DuPage County and required continual construction management, as the architect was remote in Denver and the consultant team lost two of their key people to relocation.
- Despite the setbacks, the project was completed on schedule.
· Wyndscape Assisted Living:
- With pre sales completed, the Independent Living facility of the Wyndemere’s project was full and phase two commenced.
- This was the 50,000 square foot Assisted Living facility Wyndscape. Elected to build the Wyndscape facility with local architects and contractors.
- Wyndscape was completed on time, within budget and without change orders.
· Riviera CCRC:
- Acted as Owners Representative/Consultant.
- This was an in-process project of a $140 million facility, which included the business plan, financing model, and architectural design for a 250 unit CCRC/Senior Independent Living facility.
- The master plan included the eventual addition of a 200-bed assisted living wing and 100 bed skilled nursing
FREELANCE CONSULTANT
CCRC – Programming
Continuing Care Retirement Community, Including Riviera
Chicago, Illinois 2000 - 2003
Worked independently on various consulting project in the healthcare industry.
LUTHERAN GENERAL HOSPITAL
Park Ridge, Illinois
1995 to 1999
This Medical self-contained group was Chicago’s largest multi-specialty clinic with over 700 physicians. Their objective was to continue the expansion of primary care facilities an negotiate the merger of their firm with either Aetna Insurance, United Healthcare or Hospital affiliate Advocate Health System
PRESIDENT, FOR PROFIT MERGERS, AFFILIATIONS, AND REAL ESTATE SERVICES/CONSTRUCTION GROUP.
Des Plaines, Illinois
Reported to the Senior Medical Director and Board of Trustees. Managed a team of 15 reports. Responsibilities included Marketing, physician recruitment, new construction projects, electronic medical records systems, and strategic planning
· Major accomplishments included the negotiations with potential merger partners (additional medical groups), the completion of a new electronic medical records system and medical billing program, and eventually the sale of all assets to the primary Hospital affiliate, Advocate Medical Group.
· Reason for leaving: After completing the acquisition, was offered opportunity to join the Corporate holding company in a management role or select a series of “owner’s representative assignments in Healthcare construction, which was a preferred field of interest.
CENTRAL DUPAGE HOSPITAL
Winfield, Illinois
1984 through 1994
Central DuPage Hospital/Health System offers specialized services such as home health care, pediatrics, cancer treatment, oncology, and behavioral health and during my tenure was the largest/busiest surgical hospital in Illinois. Its emergency department receives about 80,000 visits each year. Central DuPage Health System also provides a retirement community, nursing and rehabilitation center, as well as independent-living and other related serves for seniors.
VICE PRESIDENT, REAL-ESTATE SERVICES, CONSTRUCTION, AND BUSINESS DEVELOPMENT AND PRESIDENT OF, DU PAGE HEALTH SYSTEMS, A FOR PROFIT – BUSINESS; AN ACQUISITIONS AND PHYSICIAN RECRUITMENT ENTITY
Reported to The Holding Company Chief Executive Officer. Managed a team of 22 direct reports with P & L responsibility in; diagnostics imaging, clinical laboratory services, physician recruiting, construction management services, marketing, and strategic planning and functioned as President of an affiliate, Du Page Health Services which handled all land acquisition, physician recruitment and out-patient services.
· Central DuPage Hospital Emergency Department expansion: A $66 million project
- Acted as Owner’s Representative hiring, design and construction firms for an on time under budget project. Recruited 12 new ED physicians and developed a fast-track system for; moderate severity of illness management.
- This included the complete replacement to the region’s busiest Emergency Department.
· Central DuPage Hospital Minimally Invasive Surgical Department: Eventually included the addition of 12 surgical suites and a new tower valued at $80 million
- Acted as Owners Representative.
- This major surgical expansion included 12 surgical suites and the first in the city of Chicago wing of eight new minimally invasive surgical suites, and the addition of four new orthopedic suites.
- Additionally, added contiguously to the building to accommodate a new MRI center and adjacent remodeling of the diagnostics unit.
- Total construction was in excess of 100,000 square foot.
· Central DuPage Hospital Atrium and Parking Garage:
- Completed, the design and construction of the $77 Million primary atrium, expanded emergency room and 600 car-parking garage.
- The garage had design characteristics integrated to include the addition of 400 cars on a new floor.
· Central DuPage Hospital LDRP expansion was a $50 million addition
- Acted as Owners Representative.
- Managed completion of a 60,000 square foot wing for the exclusive use of Women’s Health including new LDRP services.
- This project was a Guaranteed Maximum Price project, which afforded excellent budgeting and expansion services.
* Reason for leaving: Recruited to assist Lutheran General Medical Foundation, Chicago’s largest medical group, expand new primary care facilities, eventually to 15 locations, build their electronic medical record systems, and affiliate with various insurance companies.
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