As the Director of Strategy and Development at Kwest Group, I am responsible for working closely with the President and CEO to define and execute the company's growth strategy. My role involves overseeing the strategic planning process and working collaboratively with the executive team, functional leaders, and sector leaders to ensure successful execution of the plan.I am responsible for implementing systems to collect and analyze business intelligence to align Kwest Group's book of business with long-term development and growth trends. Through strategic and ongoing client engagement, I monitor and make recommendations for operational improvements to keep Kwest Group competitive under shifting needs and environments.My role involves leading the strategic evaluation of current and new markets, positioning in each selected market, and developing and executing solid partnerships to deliver solutions successfully. To achieve this, I evaluate market opportunities and gain a deeper understanding of untapped sectors, regional markets, and clients. I continually analyze existing business practices and explore ways to decrease costs to increase profitability and value of the ESOP.I also oversee external relationship maintenance, development, and cultivation. I work to strengthen relationships with key decision-makers within existing customer organizations to facilitate market sustainability and increase project opportunities. I lead conflict or dispute resolution to preserve valuable external relationships or diplomatically terminate the relationship. I participate in selected industry associations and committees on behalf of Kwest Group.Overall, my role at Kwest Group is critical to the company's success, and I perform all duties consistent with the company mission statement and the Kwest Group philosophy of safety, quality, and customer service.

As the Director of Project Management at Kwest Group, I had the privilege to lead, mentor, coach and manage the project management team, which included project managers, project engineers, project coordinators, and interns. In this position, I worked closely with the Board of Directors and Kwest Group’s Executive and Senior Leadership to establish KPIs aligned with the overall company goals for the betterment of the organization. These KPIs were in accordance with the Kwest Group core values of Safety, Quality, and Customer Service.One of my main responsibilities was overseeing project management in various markets, including energy, industrial, manufacturing, residential & commercial infrastructure, public DOT roadway and utility infrastructure, rail, and additional market sector support as directed. I was also responsible for ensuring the financial success of all sectors, providing functional involvement and guidance to the project management staff and support in areas such as market development, strategic planning, estimating, proposal development, project management, direct project overhead, personnel & equipment resources, and indirect project overhead.Working closely with the CFO, I was responsible for establishing and measuring the success of the project management team’s annual net profit goals for assigned sectors based on defined total revenue and profit percentages.In addition to these responsibilities, I oversaw the preparation or oversight of various tasks, including the identification of target clients, business development activities, preparation of contract documents, managing project progress, ensuring client satisfaction, and preparing monthly invoices.I had the opportunity to work with an amazing team and develop my leadership and project management skills. I am grateful for my time at Kwest Group and am proud of the results we achieved together.

As a Project Manager at E.S. Wagner Company, I had the privilege of leading the construction of Phase 1 of a fractionation and processing facility in the Utica Shale Region. This project involved the construction of the Kensington Fractionation Plant and the Harrison Processing Plant. I worked closely with the client to deliver the best value while meeting an aggressive schedule and an immovable completion milestone.During my time as Project Manager, I was responsible for procuring the necessary materials and subcontractors required to complete our scope of work. I also coordinated the delivery of materials and structures used to construct the above facilities while managing subcontractors to align their schedules with the master project schedule to eliminate delays or out-of-sequence work.In addition to my responsibilities as a Project Manager, I assisted in developing business by leveraging existing contacts within the natural gas industry in Eastern Ohio and Western Pennsylvania. I researched business trends within this industry and tracked future projects. As a result, I established relationships with new clients and expanded my network of like-minded people and companies.I am grateful for the experience and knowledge gained at E.S. Wagner Company and the opportunity to work with such a talented and dedicated team.

As an Earthwork Project Manager in the Utica Shale Region, I have successfully managed the construction of over 30 natural gas well pads and freshwater impoundments in just one year. My role involved providing value engineering solutions to clients, which helped reduce current construction costs while minimizing their life cycle expenses.I have also provided clients my expertise in constructability reviews for current and future projects. Additionally, I helped develop the business by fostering strong client relationships and researching the rapidly evolving energy market.My experience extends beyond well pad construction. I have also managed various other projects, including compressor pad expansion, water take-points, road rehabilitation and repair, cement stabilization, lime stabilization, and roustabout work.I take pride in my ability to successfully manage complex projects from start to finish while ensuring they are completed on time, within budget, and to the highest possible standard.

Estimate site development packages in the public and private sector, primarily focusing on commercial construction.Managed military housing project on Camp Lejeune Marine Corps Base. Worked with construction manager (Actus Lend Lease) to mitigate many unforseen conditions associated with in situ soils.

• Responsible for document and cost control on multiple projects within the mass excavation and underground utilities division.• Documents specifically managed were as follows: Short-form subcontracts, change orders, purchase orders, product submittals, as built drawings, invoices, and permits.• Reviewed all projects to ensure all materials met the local municipality’s construction and material specification.• Acted as Project Manager on select projects to further develop the skills required to be a full-time Project Manger.• OUPS coordinator for all entities. This included entering new OUPS tickets in to the Newtin system and maintaining those tickets until project completion. Also contacted private utility locators when marks did not meet the company’s standard for safety.• Worked in the Operations department to streamline processes while reducing overhead expenses.• Established, wrote, and enforced new company policy for D.O.T. compliance. Wrote hours of service policy for commercial motor vehicles and performed self audit of logistics department. Gave continuous feedback until logistics department was violation free for 60 days.• Member of the “Safety Team”

As a Project Representative, by primary role was that of a quality control specialist. I was responsible for overseeing the construction of multiple residential housing developments within the Delaware City limits. In this role, I maintained daily progress records and a deficiency list, ensuring that all work performed met the high standards the City of Columbus Engineering Department set forth (which the City of Delaware used for their construction standards).To achieve this, I maintained open communication with the City of Delaware, contractors, and the project developer to ensure all work was completed according to plan. Additionally, I enforced EPA standards for erosion control and water contamination and oversaw tests on all work performed to guarantee proper installation and construction.My role also included tracking quantities, coordinating work around existing utilities, and maintaining open lines of communication between multiple municipalities, including the Allen Water District, Allen County Engineers, the City of Lima, and the Village of Johnstown.I also managed change orders, design changes, easements, and inspection documents. Finally, I kept residents informed of the work being performed to ensure their safety and minimize disruption to their daily lives.

• Summary of responsibilities included: Scheduling and maintaining payroll for more than 25 employees, coordinating and merchandising 16 season floor-sets throughout the year, organizing and maintaining stock inventory and shipment on a weekly basis, recruiting for all hourly and salaried employees, ensuring proper training of those employees, and providing a healthy and energetic environment for both my employees and customers.

• Individually responsible and accountable for the Gulf Coast district which included six adult and three children’s clothing stores. Combined, the nine stores performed at an average of $30 million per year.• Closely involved in the opening of three adult Abercrombie and Fitch stores, two children’s Abercrombie stores and one Hollister Company. Maintained open communication with contractors and the Project Manager, expressed concerns with quality control, walked through punch list items with contractors and followed up to ensure completion.• Summary of responsibilities included: Merchandise allocation, human resources, loss prevention, payroll allocation, salaried employee recruitment, merchandising to sales and presentation, customer service, maintaining open communication with the home office, ensuring store managers were carrying out the responsibilities of their individual stores as well as company goals and objectives.

Managed multiple stores in multiple locations. Relocated nine times in three years, each relocation a result of a promotion.

• Qualified Expert in rifle marksmanship • Received “Hotel Identifier” which designated certification of being a qualified U.S. Army instructor.• Part of a platoon that reclassified soldiers, of all ranks, enlisted and commissioned, into the military occupational skill of 19D, Cavalry Scout.

Asset protection and inventory control.