- Transformation Office (PMO)- Business Planning / Business Operations - Operational Excellence- Business Intelligence- Construction Technology & Innovation

• Construction Technology: Advisory, Subject Matter Expert, Board Membership, Strategy & Product Development Consulting.
 Market Segmentation, Wallet Share Strategy, Pipeline development strategy, Connected Enterprise value propositioning.• Consulting for Project Management, Project Controls, Cost Management, Project Delivery, Operations and Finance.• Organizational setup, operations consulting for confidential VOSB (Veteran) client with VA contract targets. • Collaboration with M/WBE agencies for infrastructure projects in Greater New York City Region.

Business Operations - Lead creation of Annual Business Plan for the Company (CRM + WIP)Lead Business Plan target setting for each Business Unit, facilitating decision making for Senior Mgmt.Conduct data centric Quarterly / Half-yearly Strategy Discussion sessions with Sr. Management based on Core Client metrics, Top wins/losses, Geographic / Market, and other KPIs to facilitate strategy discussionsHead of Business Intelligence for company-wide initiative implementation using DMAIC frameworkConstruction Technology: Lead Systems Intelligence committee for capex investment recommendations to CFOLead firm-wide Operational Excellence & Change Management initiativesExecutive Advisory Committee member, participating in first Holt Diversity, Equity & Inclusion TaskforceLead Sales Operational configuration for classification, win strategy, business planning, MS Dynamics

• Business Operations - Lead Corporate FP&A, budgeting and forecasting, margin analysis & firm-wide Project Controls• Lead multiple stakeholder mgmt. between operations, sales & project delivery, for improved portfolio performance.• Establish & escalate Watch-List Projects Review for top 25 critical projects above high risk and financial impact thresholds for Senior Management Reporting on 13 Project Health Parameters.• Executive Advisory Committee member, direct reporting to President for ENR Top 400 contractor.• Head of Business Intelligence for company-wide initiative implementation using DMAIC framework.• Participate in first Holt Diversity & Inclusion Taskforce.• Lead pioneering Ops, systems, financial structuring including 10 Business Unit formation, fiscal calendar, true cost per capita metrics, reporting standards & cadence, monthly Business Unit Reviews.• Lead enterprise-wide Procore Implementation as a project management system.• Revamping work breakdown structure, establish estimate benchmarking and metric sharing, • Lead Sales Operational configuration for classification, win strategy, business planning, MS Dynamics.• Commercial Real Estate, Aviation, Mission Critical, Hospitality, Infrastructure, etc.

Director of Finance role with responsibilities including revenue recognition, variance reconciliation, periodic closings and FP&A. • Build and Lead 9-member Business Group for New York Operations, eliminate attrition, reporting for NY Metro Field offices.• Lead FP&A, business planning, budgeting, forecasting, cash management, accurate financial reporting, margin analysis & negotiations. • Reduced cash DBO from 90 days in 09/2017 to 63 days in 03/2018 with increased focus on delinquent billings and AR>60 days despite 40%+ YoY topline growth for $86MM+ business.• Implement margin analysis platform to improve earnings ratio accuracy by incorporating impacts for contingency and management reserve estimates, and providing thought leadership for implementing business best.• Back-office coordination for OBIEE dashboards (Oracle), MIS development, performance models & reporting automation.

• Provide multi-project guidance, support and overview for all areas of Project Controls: cost, scheduling, earned value management, progress and productivity, work breakdown structures, subcontracts and change management.• Lead Strategy and Advisory in financial performance, project controls and projects execution for New York Operations, Lead fiscal year planning for Ops Management, quarterly forecasts, reporting on backlog, new work, write offs, etc.• Improved 8% Gross Margin (~$1MM) across the board by improving project schedule estimate accuracy for $55MM+ business.• Reduced 3-5% Write Downs by implementing standard gross margin projection platform, and project pricing reviews.• Led Operational & Administrative reviews, perform risk analysis on cost and schedule and recommend usage of contingency. • Functional support for Salesforce CRM development, Ecosys (Project Controls System) review and Margin Analysis development: - support related to UX review, data management, process refinement, define analytics led performance model.• Jacobs Business Manager - LGA Redevelopment Program – LaGuardia Gateway Partners, New York, NY 07/2016-09/2017Lead project setup, built work breakdown structure, oversee subcontract agreement, invoicing and task approval submissions for PMO team. Setup Capital Plan structure. Track costs and control changes in line with client’s cost breakdown structure and reporting requirements for multiple funding sources (Public Private Partnership – P3). • Enhanced Stations Initiative NYCTA (formerly “30 Stations Project)– New York, NY 12/2016-09/2017Construction Management scope for packages 3 & 4 (proposal also included packages 1 & 2).Led Master Cost Estimate in collaboration with Construction Managers. Project Controls Management.• Canarsie Line Redevelopment Project NYCTA – New York, NY 03/2016-09/2017Construction Management scope for packages 3 & 4.Led Master Cost Estimate with Construction Managers. Project Controls Management.

• Global integration of Capital Project Services from sales middle game through project execution phases supporting Americas, EMEA, India and ANZ regions for Buildings & Infrastructure, Mission Critical, Oil & Gas, Industrial and other LOBs.• Articulated value proposition for business case by creating study to improve Field Staff gross margins by up to 15% and decreasing composite billable rates by 4% for Direct Hire and CM projects by using High Value Centers in execution. • Highlighted over $700K savings in Non-billable costs in FY2016 budget proposal by reallocating overhead costs.• Managed budget for 3 performance units totaling ~$2MM Non-embedded G&A, for 57 staff members.• Tracked embedded gross margin up to $3.8MM including 11% growth YoY in FY2014.• Managed 5 member team for Quality & Performance group, formulating and identifying department specific metrics around Client Satisfaction Surveys, Value+ & Sustainability+ savings reports for Sr. Mgmt. presentations.• Functional support for system modules for Advanced Work Packaging (Jacobs Way) and Career Development Module:defined analytics led performance management models, reporting automation, technology roadmap, prelim. UX design, etc.

• Project Controls supervision, Constructability support and Construction Execution Planning support.• Business Manager for BASF Methane to Propylene complex project at Freeport, TX. (confidential cost “Super-Mega” Project)• Business Management and client invoicing responsibilities, Client - Contractor multi-office team coordinationEarly design changes positively affected the procurement and construction schedules. Intense interactive planning sessions were valuable in gaining full insight of any impacts while delivering value engineering. Multiple governing entities within client organization (corporate, operations, maintenance) delayed consensus on some design changes. A number of key issues were bundled for each instance to reduce turnaround time in approvals. Contractor payment routing was based on pay-when-pad clause, but delays due to format errors caused contractor cash-flow issues. Draft invoice reviews were setup to smoothen invoicing and payment.https://www.basf.com/en/company/news-and-media/news-releases/2015/03/p-15-176.html

• Project Controls / Performance and Metrics Analyst, Exxon Mobil Global Strategic Relationship. Supported capital projects and sustaining presence global account information from locations of Houston TX, Baytown TX, Singapore, EU, Baton Rouge LA, Denver CO, Mumbai IND, etc. Engineering and Field Services KPIs included TRIR / Incident rate (safety), Project Definition Rating Index (PDRI), Cost / Schedule Performance Index, FEL % of TIC, High Value Engineering Center % (HVEC), XOM key staff experience %, Rework Hours, Productivity (Earned Value Management), Hours per Engineering deliverable, Indirect Costs %, On-time Equipment Delivery, etc.

• Responsible in all areas of Project Controls: Cost Control, Estimating, Planning & Scheduling, Earned Value Management, Quantity Trending & Forecasting, Change Management, Field Project Controls, and Project/Client/Management Reporting. • Cost Engineer / Analyst, SABIC - Saudi Elastomers Projects Ph-3. Cost management and engineering progress. Phase 3 basic engineering for petrochemical plants and rubber units in Kingdom of Saudi Arabia (KSA)• Field Cost Engineer, Small Cap Projects / Continuous Presence, BP Texas City, TX. Total Installed Cost (TIC) range from $5MM to $40MM each. Cost management and EVM.• Field Cost Engineer, Non Road Diesel Project, ExxonMobil, Baton Rouge, LA. TIC $550 Million. Mission Critical project for installation of the 2nd largest crude oil reactor capacity (120K BPD) in the world for Exxon Mobil. Mobilized cost management from Phase 4 Detailed Engineering to Field staff in Phase 5 Construction. Planned CM staffing for prime contract and controlled all indirect costs and TIC forecasting. Followed up in ExxonMobil / Jacobs integrated project controls team for project completion and closeout.. EPA driven project.• Cost Engineer, Unit 38 Run Length Project and Unit 33 Hydrotreater Realignment Project, Flint Hills Resources, Pine Bend, Minnesota. Total installed cost $96MM & $72MM respectively. • Cost Engineer, Coke Drum Replacement Project, Flint Hills Resources, Corpus Christi, TX. Cost Engineer, • Cost Engineer, #3 Crude Revamp Project, Flint Hills Resources, Pine Bend, MN. TIC $145 Million.• Scheduler, Backbone Projects BP, Texas City TX, Toledo OH.

Graduate Teaching Assistant to Prof. Robert Segner Jr. and Kim Carlson.

Corporate real estate and architecture design development, correspondence and coordination with Clients & service consultants, conceptual / presentation / tender / working drawings, regular site visits and supervision. IT Core shell structures, mission critical structures, corporate/office buildings, mixed use developments, etc. * Associated Firm: Design Partners Architects (DPA), Singapore.

Design development, correspondence and coordination with service consultants, conceptual / presentation / tender / working drawings, regular site visits and supervision. Design development services for national & international projects. *Associated Firms: Goody Clancy Associates- Boston, Moffat Kinoshita Architects- Toronto.