Bob Boswell Email & Phone Number

Chicago, Il, Us

Greater Chicago Area

Responsible for management of construction projects of all sizes (vanilla box buildouts to ground ups). Work with senior management, leasing, legal and property management to manage projects from start to finish.Specific Achievements:• Worked with team to implement new project management software program (Honest Building) allowing for efficient, timely management of numerous project at the same time.• Currently managing 50+ projects.

Greater Chicago Area

Accountable for operations and facilities management for 265 commercial retail shopping centers. Directly responsible for all maintenance and replacement of roofs, HVAC systems, masonry, asphalt, concrete, landscaping and irrigation, renovations, contract and service agreement management, etc. Work with and assist property managers to budgets, project planning, contractor negotiations, tenant problem resolution, etc.Specific Achievements:• Enhanced roof inspection program and created a 5 year roof replacement forecast.• Implemented new building/masonry inspection program which allows for multi-year budget forecasting. • Project managed from start to finish 50 roof replacements at 28 of properties, totaling 1.4 million square feet and achieved a capital savings of $5.5 million or 43% savings to budget. • Created and implemented an incentive based rebate program with national roofing manufacturers to generate significant rebates on all roofing materials and supplies.

Greater Chicago Area

Accountable for the coordination, budgetary oversight and management of all new construction for company and franchise units. Charged with building a design and construction team, in order to create a new company prototype design, develop construction and remodel processes and procedures, create project budgetary reporting and compliance system, and reduce construction cost.Specific Achievements:• Successfully built and guided a team in standardization and value engineering efforts. • Lowered investment costs for new company and franchisee units by 29%. • Created a standardized low cost transition plan to refresh existing locations.• Negotiated and executed national contracts for fire safety and kitchen exhaust systems. • Achieved an additional 8.5% reduction in R&M costs in 2013.• Achieved an additional 9% reduction in capital spending in 2013.

Greater Chicago Area

Responsible for the repair, maintenance, capital improvements and property management of 80 company owned facilities and their assets. Accountable for the development, coordination and execution of aggressive facilities management and preventive maintenance programs designed to repair and maintain existing operations in alignment with corporate objectives. Designed and implemented an in-house maintenance department from the ground up in order to increase the performance of company assets and significantly drive down operating costs. Specific Achievements:• Achieved significant improvements in the overall condition of the company’s facilities and their assets.• Achieved 9.5% reduction in R&M spending in the first 8 months.• Achieved 25.7% reduction in capital spending in the first 8 months.• Significantly improved communication to field operators and reduced overall response times.

Greater Chicago Area

Led proactive facilities management program covering nine million sq. ft. at 275 sites nationwide for this major fitness club chain. Controlled $27M total operating and capital budgets. Saved millions through use of Oracle Projects and Advanced Procurement Applications. Standardized parts and supply ordering system, ensuring compliance with pricing and insurance requirements.Upgraded PM processes. Converted manual preventive maintenance program into digital, work order-based system offering real time access to status of repair and maintenance operations, increasing efficiency and productivity while minimizing repair time and staff deployment.Slashed energy costs. Cut electricity and natural gas purchase costs $1.2M below previous “regular” utility rates in one year. Initiated lighting retrofit and introduced low- or no-cost energy saving measures including light / motion sensors that cut off unneeded lights, and boiler and piping insulation. Saved an additional $4.5M within two years.Ensured cost-effective use of technology. Applied RF tagging system to physical inventory management, enabling staff to instantly pull up each asset’s maintenance history. Designed smartphone-based system, enabling Bally to allocate just $200 per unit rather than the $3K to $5K apiece for PDAs commonly used for this application.Redesigned hazardous materials usage process, eliminating need for expensive safety equipment. OSHA required Bally to equip maintenance staff with respirators for handling of hazardous pool chemicals. Redesigned utilization process, virtually eliminating exposure risk. Avoided $1.5M expenditure for protective equipment.

Greater Chicago Area

Played key role in creation of facilities department intranet, strengthening project status, budget, utility usage and maintenance reporting. Streamlined parts ordering process.Revolutionized maintenance program. Conducted efficiency analysis of maintenance mechanics’ work routines and identified significant time management improvement opportunities. Restructured maintenance plans, tool usage and maintenance shop organization. Recovered two-to-three hours of labor daily per mechanic, enabling Bally to get more done with smaller staff. Saved $1.8M over three years.Eliminated expensive outsourcing of skilled technical tasks. Used skilled in-house HVAC technicians instead of HVAC and mechanical services work vendors. Saved $10K in in-house labor and third party service costs per location annually for multiple sites.

Greater Chicago Area

Managed national facilities remodeling program. Designed and implemented company-wide facilities and mechanical equipment preventive maintenance programs. Reduced liability claims by $1.2M yearly. Developed expense tracking tools.Reduced site improvement project costs. Cost of extensive remodeling program during growth period at Bally was higher than expected. Replaced outside general contractors with use of in-house maintenance supervisors. Cut overall cost per project by 20% to 40% while maintaining on-schedule progress of multiple ongoing projects.Improved maintenance and capital project reporting and control. Budget reports showed only overall P&L with no detailed breakouts. Designed report structure that revealed spending-to-budget for individual repair categories. Enabled supervisors to track and prevent capital cost overruns. Ultimately made more accurate budgeting possible.Prior: Maintenance Supervisor and Technician.

Facilities Management

Certificate, Commercial Refrigeration/Air Conditioning, 4.0