Founder / ***** Manager - 09/09 to Present
Manage start-up company for growth, sustainability and profitability. Working directly for Owners under individual project contracts, ***** manager on projects ranging from remodel of facilities to proforma of new project developments. Prepare contracts, negotiate changes, manage Owner design teams and consultants; Plan, organize, and direct activities concerned with the construction and maintenance of structures, facilities, and systems. Inspect and review projects for due diligence, to monitor compliance with building and safety codes, and study job specifications to determine appropriate construction methods. Conduct or provide analysis, review, and recommendations on proformas, proposals, contracts, change requests, and change orders.

Vice President Director of Construction / Pre-construction Services / Risk Management
Dharma Construction Services, Inc. - 09/*****/09

National scope general contractor involved in remodel of senior facilities in the long term care industry. Direct sustainable change and turnaround of construction projects; pinpoint and correct inefficiencies, re-engineer operations and devise / execute strategies to strengthen project controls. Bottom line profitability responsibility.

Responsibilities:

Consult on cost accounting related functions; manage pre-construction, estimating, construction, operation’s administration; negotiate Owner agreements; review, approve and mitigate contract issues on subcontracts; manage development of project production budgets, “change scope” budgeting and coding; review and approve pay applications; work with human resources on personnel and training related aspects and other related risk management issues; client relationship retention.

Accomplishments:

Team Leadership -

• Lead 50 simultaneous projects for senior living facilities valued from $5,000 to $3.5 million by directing a staff of 18 construction personnel
• Provided direction and leadership on timeliness and completion of project objectives, addressed performance issues, and gained control of lost project revenues, enhancing fees by 25% by orchestrating writing of project controls systems, development of production control budgets and forecasting
• Generated lucrative contracts by managing 14-person estimating group on pre-construction service and proposals yielding one proposal per day
• Accomplished in building high-performance, cohesive teams, including 7 project managers and 5 project administrators by coaching and motivating on-time/on-budget efforts targeting attainment of strategic business goals

Cost Savings -

• Caused annual reduction of overhead $180,000 within 8 months, without negatively impacting operations by eliminating staff

Vice President Development and Construction
Newmark Entertainment / Amazing Jakes Food & Fun / BEA, Inc - 05/05 – 08/08

Start-up restaurant / family entertainment center with “roll out” intentions; drove acquisition of +/- 100,000 square foot “empty boxes” in metropolitan areas for conversion into viable hospitality opportunities. Each facility required agency planning, design, construction, administration, accounting, proforma reviews, selection of design consultants, design review, estimating, value engineering, construct-ability reviews and heavy risk management to deliver an operational facility under a $9.0 million capital cost.

Responsibilities:

Bottom line cost, schedule & quality responsibilities for all initiatives on projects. Held accountability to internal client for project deliverables. As such, selected and managed design teams; lead bid initiatives, negotiated and crafted contracts; managed project teams; contracted with fixtures, furnishings and equipment vendors including installation; handled public agency submittals and garnered approval, e.g., planning, building and health departments; oversaw capital improvements, warranty follow up and general maintenance after building occupancy.

Accomplishments:

Cost Savings -

• Positioned company to gain $300,000+ in unsubstantiated contractor claims and saved $35,000 in legal fees by creating a platform to negotiate final payout of $267,000 in subcontractor costs
• Reduced project timeline by 60 days by implementing of MS Groove 2007 and SharePoint collaboration tools

Strategic Negotiations -

• Reduced design agreement $41,600 by auditing deliverables
• Exacted a net $250,000 reductions in construction scope value engineering by creating a prefabricated modular casework system
• Created unencumbered interest free payout of $267,000 in subcontractor costs by arranging corporate loans with no person guarantee

Amazing Jakes ceased development of new stores in late 2008 due to the shrinking in lending and capital markets. This required a vacation of the construction department in its entirety.

Director Preconstruction Services
RAS Builders July 2003 – September 2005

ENR top 200 retail builder with National scope. Led project acquisitions in Southern California as relates to national account clients, ground-up, in-line retail shop, restaurant, and hotel construction. Collaborated with regional Vice President of Operations and National Vice Presidents of Business Development and Client Relations on local and national opportunities and accounts.

Responsibilities:

Managed, oversaw and developed bids and negotiated for competitive bid and negotiated projects ranging from $25,000 vanilla shells to $12.0 million multi-story hotel; prepared hard bid and negotiated proposals; negotiated Owner contracts and facilitated hand-offs from estimating to operations; managed estimating group of five and supported or managed five project managers bidding and negotiating projects for their clients in their vertical markets.

Accomplishments:

Pre-construction Services -

• Increased bid capture ratios 25%, reduced bidding overhead 50%, doubled quantity of subcontractor bids and doubled number of opportunities pursued by introducing database bid solicitation, plan ordering and distribution procedure incorporating Internet tools
• Developed capabilities to propose on negotiated contracts, creating guaranteed maximum price proposals with only conceptual plans where the possibility never existed, by sharing concepts, approaches and logistics

Left due to company shutting down.

Director Preconstruction Services
Miles & Kelly Construction - 02/*****/03

General building contractor with projects in CA and AZ. Created and executed marketing plan for the territory, balancing new business development with managing multiple projects and customer support. Served as a resource for project scope and cost control. Identified and capitalized on growth opportunities.

Responsibilities:

Identified, bid or proposed on construction projects after developing marketing plan and strategies with the President. Tailored approach to projects to envelope company strengths around client need; developed bid strategy for projects; negotiated Owner contracts; created production budgets; handed off projects to operations to preclude misunderstandings and delays; supported operations with context of project agreements while holding the position of being Client advocate during construction.

Accomplishments:

Business Development -

• Made an immediate impact, identifying and capturing bid opportunities, acquiring $5 million in new project backlog within 60 days by re-focusing marketing and estimating efforts
• Strategically planned marketing and estimating initiatives with the Owner, creating specific opportunities that were readily available, abandoning a “global marketing strategy” by analysis of backlog numbers, cash flow needs, “gaps” to be filled, and vertical market penetration experience

Procedural Development -

• Established “bid book” procedure enhancing handoff, buyout, historical information and project proposal review, saving 50% on overall management review and decision time by communicating clearly, consistently and effectively

***** Manager / Planner
Carlson Solutions - 10/*****/01

Mission critical facilities, design-build contractor of National scope. Functioned as multiple clients, primary point of contact for planning of all activities relating to design and construction. Entirely responsible for profit and loss (P/L) on projects with accountability for client retention and satisfaction.

Responsibilities:

Oversaw architectural managers and construction project managers, from lead identification, to project completion. Entirely responsible for P/L on projects with accountability for client retention and satisfaction. Prepared conceptual estimates including design and construction; drafted and negotiated Owner and subcontractor agreements; directed project design in collaboration with design lead; established guaranteed maximum price from scoping documents; directed projects through permitting and construction implementation.

Accomplishments:

***** Management -

• Conducted internal triage effort and salvaged $5.0 million design build, negotiated GMP fee on data center mirror facility by setting up project controls, auditing subcontract buyout / subcontracts and facilitated hiring discipline superintendents
• Recognized increased profit due to accelerated schedule on $1,000,000 call center restack, achieving early finish with no service disruption, banking profit exceeding 17.5% by meeting daily on site with subcontractors

With NASDAQ crash and the 9/11 terrorist attack, Carlson vertical markets started to evaporate in mid-2001, layoffs through 2001 / 2002 and eventually folding in 2002.

Vice President / Minority Co-Founder
NORSE Contractors, Inc - 11/*****/00

GC with regional offices in CA and CO accountable for marketing, estimating, and project management. Secured and managed insurance and bonding relationships while managing pre-qualification and risk management. Accountable for bottom line profit and loss

Responsibilities:

Managed marketing, collateral material development, advertising and project acquisition; conducted bid efforts, developed proposals, negotiated prime contracts; created production budgets, wrote subcontracts, managed billings and collections; managed project construction team with responsibility for project meeting cost, schedule and quality requirements of plan, specification, codes and contract; managed closeout and warranty maintenance on projects; held accountabilities to stakeholders including, but not limited to, partners, employees, public agencies, community at large, bank, surety and clients

Accomplishments:

Start-up -

• Grew start up through recessionary period, with annual growth of 6% by serving as thought leader, defining a strategy to pursue and capture only profitable projects
• Reduced regional economic swings, increasing overall sales 25% by opening a regional office
• Achieved revenues of $15+ million increasing market infiltration 42% by strategic market / project identification

Year-After-Year New Business Development -

• Achieve $6.2 million (1989 dollars) in revenue within the 1st year of start-up by driving the vision, marketing leadership, and business development
• Returned a 6% D/B profit for (above job gross construction profit) by assembling & managing a cohesive D/B team
• Negotiated reduced sub’s payouts netting a project savings of +/- $113,000 by negotiations with an underfunded client after strategically paying off all liens

Issue Identification / Problem Solving -

• Negotiated to VE $1.5 million from bid; as process leader, in 5 calendar days converted bid into GMP by defining & applying expectations to a VE effort

Arizona State University Edit
BS, Construction - 1978 – 1980
Activities and Societies: ASASU Engineering Council Distinguished Senior Award Academic Scholarship - Vinnell Companies Dean’s List ASU College of Engineering and Applied Science Sigma Lambda Chi (SLX) Arizona State University Chapter

Community College of the Air Force
Site Development Specialist, Site Development - Drafing, Surveying, Project Design – 1973
Contract Construction Inspector, Contract Construction Inspection of Buildings & Utilities - 1977

Landmark Education 2000 – 2007
Completed:
The Curriculum for Living
The Landmark Communication Curriculum
The Landmark Forum in Action (LFIA) Series
The Landmark Seminar *****

ManKind Project 2009 – 2010
Completed further:
8 Week PIT Training
Basic Staff Development Training
Leader Training 1
Isms & Issues
Staffing of 4 NWTA weekends