To secure a position in construction management responsible for the delivery of high-end construction projects based on the team, scope, schedule and budget.
PROFILE
Fifteen plus years of professional experience working in the Construction Management & General contracting business, since 1983. Through this experience I have grown in every aspect of the business. Working with people and being an integral contributor to the team through negotiations, estimating, project meetings and team building. My strength is in my knowledge of construction and being able to share my experience with the team in a matter that builds trust and dependability. We must work as a team in a “can do†attitude in order to bring a project in with a good profit thus establishing a track record of success.
WORK EXPERIENCE
GC Stanley Electrical Construction, Leesburg, Fl – June 08 to Dec 08
Project Manager/Estimator
After making the decision to “re-invent my career†by going into the electrical construction field I started work with GC Stanley. I was brought in and taught electrical construction estimating. I have now completed in excess of 50 estimates using the Electric Bid Manager “EBM†program. This transition was not to difficult because of my many years of construction estimating. I am now on my own taking the Penn Foster Electrical Journeyman’s course. Upon completion I will be able to take the Journeyman’s test. This will be completed this year. I was responsible for searching out the type of projects we wanted to bid. We used the Mid State Builders Exchange as well as using governmental websites to find our projects for bidding. Once a project was awarded we scheduled our work and ordered materials for the projects.
HJ High Construction, Inc, Orlando, Fl – November 07 to June 08
Project Manager
Assigned to the two largest projects in the company. The first was a 125,000 square foot plant for the Mitsubishi Plant in Orlando. This was a $22M tilt wall project that consisted of new office space and production space. The office space was for two stories and incorporated one quarter of the project. The other three quarters was for installing two new production lines for the rebuilding of generator turbines. The major portions of this project were in the electrical and mechanical trades. The electrical requirement includes 12,000V of electricity to energize the equipment necessary to perform the work on the production lines. The mechanical included a cooling tower dedicated to the furnaces for the equipment and roof top units for the building. Each line had multiple stations fitted out with air and gas lines. The electrical for both lines was installed in an overhead cable tray system. The other project was an 18M multi media center for a Baptist Church in Brandon, Fl. This project was a tilt wall project and was in excess of 100, 00 square feet. This projects main focus was on the experience of the audience. The lighting and sound packages install overhead in an expose ceiling each exceeded $1M. The catwalks in the ceilings were installed at 40-foot heights. This project required working closing with church personnel as well as the architect and engineers. I was also the selected project manager for two other projects both in the schematic design stage.
Ed Taylor Construction South, Inc, Tampa, Fl – December 05 to December 06
Superintendent/Project Manager
This position was a very independent position. I was the only project manager working outside of the Tampa market. My projects covered Tampa, Sarasota, Ft Meyers and Naples. At any given time at varying stages we had five (5) to fifteen (15) projects going on at the same time. Every PM was responsible for $5M plus yearly. Most of my work was build out of high-end office space with some restaurant and resort work. The major projects for me during my time here was for the Carrier Corporation. This included the build out of 25 locations. Either through remodel or build out of shell space. During this time, while covering from Northern Florida to Southern Florida we still had major projects under construction in Tampa and Sarasota. My personal accomplishment during this time as I was the junior PM in the office is that I always finished in the top for volume and profitability.
Courtelis Construction, Inc, Miami, Florida – October 03 to December 05
Superintendent/Project Manager
As a senior project manager I was immediately put on a project in Port Charlotte, Fl. This project consisted of 5 buildings with a clubhouse and pool. The project budget was for $32M and two (2) of the buildings were already in place. The project was behind and I was asked to turn them around. After two (2) weeks on the project it was evident that no one new where the project stood. Both from a schedule or budge aspect. Four months later the project was complete and the certificate of occupancy given by the local government. These buildings were three story, slab on grade, stick frames, stucco exterior buildings. Once this project was turned around I was asked to go to Jacksonville, Fl, on high end, garden style condominiums. Again it was just a lack of management. This project was a $52M project with four years to completion. We turned it around with meetings and budget reviews. We established sub contractor buy in and this turned this project around 180 degrees. Upon turning this project around I was sent to Melbourne, Fl to do it again from the ground up.
Willis Smith Construction, Inc – Sarasota, Florida – November 01 to October 03
Superintendent/Project Manager
As a senior project manager for this company I was responsible for the building of two grade schools in the same school district. The interesting aspect was that they had the same architect and where identical schools. Also the fact that they had existing schools on the site that had to remain until the students where moved into their new school. The budget for these schools was $13M. Each school was completed ahead of schedule with a considerable profit line. I was also the Project Manager on presentation to many Sarasota County and Manatee County school projects. While managing these projects I was called into many situations on other projects for my ability to “get it done†with the least amount of complications.
Allstate Construction, Inc, Tallahassee, Florida – November 98 to November 01
As a Senior Project Manager and Satellite Office Manager I was responsible to Florida State University (FSU) for all construction projects at the Ringling Museum. This included historical and renovation projects. After completing millions of dollars of work for FSU we contracted with New College of Florida and completed campus wide projects for New College as well as continuing with FSU, Ringling work. The single largest project completed during my time was $2.5M, which was the retrofit and remodel of the Museum, complete down to a new roof and underground drainage. All of this while still open to the public.
Fisher Development, Inc, San Francisco, Ca – November 95 to November 98
Senior Project Manager/Director, Superintendent
We were in charge of all construction in the Southeastern US for the GAP Corp. This included all GAP, Banana Republic and Old Navy stores from Tennessee north, Alabama west, Puerto Rico east and Florida south. As director I oversaw four (4) project managers and an office manager. We worked very close with GAP Architecture to complete all projects. We were responsible for all permitting and certificates of occupancies from local authorities.
AirPac Products and Services, Inc, Orlando, Fl – November 91 to November 95
Director of Construction (Field), Superintendent
As director I was responsible for all field operations. Working together with eight (8) project managers we were responsible for all projects through out the Central and Eastern United States for Darden Restaurant’s, which is comprised of the Olive Garden, Red Lobster, Bahama Breeze and Smokey Bone’s restaurants. We were responsible for all remodeling and new prototype stores. We also did work for Orange County Public Schools on their small projects program that consisted of projects under $1M. I was responsible for all trucking and field personnel. We also had a 50,000 square foot cabinet shop and HVAC department, which I was accountable for at time of installation.
Grand Traverse Resort, Traverse City, Mi – October 89 to November 91
Superintendent/Project Manager
This was a contract position. I was hired to oversee the building of a new clubhouse, a microbrewery and two (2) new signature golf courses. Included in this was overseeing the set up of the coordination process for project management of the new condominiums and single family homes that were built throughout this vast property. This project was extremely effective and I believe the methods are still in use today. We really just implemented the system that the American Institute of Architects (AIA) has set forth for the management of construction projects.
Beneco Enterprises, Salt Lake City, Utah – August 86 to November 89
Superintendent/Project Engineer/Project Manager
All work for this company was completed under the Governments JOC/Saber contract. I started out as a project engineer in Quantico, VA. The JOC contract was to complete construction projects based on unit cost negotiations with the Resident Officer In Charge of Construction (ROICC). As an ex Navy administrator this was a perfect fit. With in six months I was offered the Project Manager’s position and the Naval Surface Warfare Command (NSWC), Dahlgren, VA. Here based on performance we could do any and all construction as long as we did it very well based on the scope, schedule and budget. With that as our goal we finished the first year with $10M on the books. We brought in a staff of four-(4) project engineer’s and an office manager and continuously meet this goal.
EDUCATION
Traverse City Senior High School College Prep
US Navy A- School (SeaBees)
McGraw Hill Continuing Education Cert Construction Management
Penn Foster Electricity/Journeyman
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