Managing all Commercial aspects of the MTA’s $2.8B Penn Station Access project creating an extension of the Metro North Railroad’s New Haven Line to reach New York Penn Station. This project will connect Amtrak’s existing Hell Gate Line to Penn Station and bring the line into a state of good repair. This will improve reliability and on-time performance and prepare the line for future high-speed rail. It will build four new accessible stations in the East Bronx at Hunts Point, Morris Park, Co-op City, and Parkchester/Van Nest. This will cut down on commute times to the Bronx, Westchester, and Connecticut. The work also includes four bridge rehabilitations, reconfigured interlockings, and the modernization of signal, power and communication infrastructure.Manages a staff of seven people reviewing and evaluating change orders, cash flow reports, staffing plans, payments to the design-build team, earned value reports and analyses, and risk basis contingency plans. Additionally, monitors project team schedules and potential impacts caused by scope changes. Team is also responsible for monthly reports to the MTA as well as Amtrak.

Overseeing cost and schedule management tasks during this $1.5 billion assignment for New York State Empire State Development (NYSESD) to expand Manhattan’s Jacob K. Javits Center into one of the 10 largest convention facilities in the nation. When complete, the complex will feature 92,000 sq. ft. of new prime exhibit space, 107,000 sq. ft. of additional meeting and ballroom areas, and 113,000 sq. ft. of new pre-function space. Responsibilities include risk assessment and document control; maintaining an electronic data management system (EDMS), such as e-Builder, for the entire program; and managing and monitoring project budgets, burn rates, and forecasts. He also reviews and evaluates change orders, cash flow reports, staffing plans, payments to the design-build team, earned value reports and analyses, and risk basis contingency plans. Additionally monitor project team schedules and potential impacts caused by scope changes.

Senior Cost Manager for the Hudson Yards project with The Related Companies.

Senior Cost Engineer for the Transportation Hub at the World Trade Center.Cost forecasting, reporting and analysis on the budget for the Transportation Hub.

Assigned to the Port Authority of New York & New Jersey World Trade Center Site - Memorial & Museum ProjectSelected to continue to provide support to Port Authority of NY – World Trade Center Project – National September 11th Memorial and Museum. Manage budget allocations of $1+ billion. Oversee and manage all aspects of finances related to build-out. Review contracts and change orders, maintain budget forecast report, perform financial risk assessment and forecasting reporting.

Port Authority of NY – World Trade Center Project – National September 11th Memorial and Museum. Track finances related to build-out, review contracts, change orders, maintain budget forecast report, perform financial risk assessment, forecasting reporting and report overages. Track budget allocations of $1+ billion.• Improved productivity and project accountability by redesigning budget reports and creating new reports for reviewing and approving $100 million in budget allocations. • Improved accounting accuracy 50% through detailed analysis and streamlining of existing procedures.• Enhanced morale by designing more effective processes and systematically and comprehensively communicating them. • Facilitated discussions with team members to improve processes and interdependencies.

Provided global and domestic financial budgeting, analysis and reporting for the firm’s capital projects in New York, US Branch offices, London, Hong Kong and Tokyo.• Provided Senior Management with financial reports on 150 global projects totaling $500 million that significantly improved data accuracy on capital expenditures.• Saved approximately $5 - $10 million by creating user-friendly reports to track status of $500 million and $330 million data centers.• Identified $40 million in P & L savings by developing capital projects report that determined which projects could be deferred or cancelled with financial impacts.

Provided financial budgeting, forecasting and accounting for Corporate Real Estate in NY, London, Tokyo and Hong Kong. Allocated and tracked all costs associated with the firm’s real estate holdings to ensure proper accounting methodologies were adhered to. Worked with vendors and contractors to ensure proper billing and timely delivery of payables. Setup and closed General Ledger accounts for tracking various assets for both Real Estate and Technology. Administered changes in depreciation schedules for real estate assets on the firms fixed asset system and ledger.• Increased efficiency 50% and attained annual savings of $5 million by designing online tracking system that improved tracking accuracy and eliminated lost or duplicate data requests.• Attained annual savings of $10 - $20 million by standardizing capital planning process and reporting with an overall budget of $850 million. • Developed and maintained the Strategic Plan report with an overall budget in excess of $120,000,000. Improved efficiency 15% by designing report for Senior Management to determine status of capital projects and expedite issuance of purchase orders and invoices. • Developed a paperless project initiation system for Lehman Brothers’ Facilities Work Requests (FWRs). Performed detailed analysis for the insurance claim due to the losses incurred as a result of September 11th. Compiled all supporting documentation for review.• Facilitated the migration of CRE financial systems to PeopleSoft for Procurement, Accounts Payable and Fixed Assets.

Assistant Vice President-Corporate Services Information & Technology Improved the performance of five real estate departments, controlling multi-billion dollars worth of assets. Provided analytical and technical support to division. • Created a new comprehensive report which pinpointed for first-time division’s contributions to bottom line which became model for company.• Assisted in retrieval of up to $130,000 in uncollected revenue for operating costs through preparation of in-depth supplements to existing base building systems.• Supported approximately 50 end-users in projects ranging from minor software problems to major initiatives. Instrumental in rolling our new software systems such as SPANFM and AssetCenter.Assistant Vice President-Real Estate Cost Management & LeasingProvided financial management of 35 tenants and subtenants valued at over $84 million. Acted as a liaison between tenants, building management and lease negotiators.• Generated $400,000 per year in income from cafeteria usage fees by conducting analyses of operating expenses.• Supported lease negotiators in dealing with various issues, including expansion, construction, and delinquent rent payments.Project Financial Controller-Real Estate Cost Management & LeasingProvided financial budgeting, tracking, reporting and accounting for in-progress construction in NY/NJ region. Coordinated the work of contractors and vendors for projects up to $15 million. • Devised “first of its kind” database to track costs for capital construction projects (Facilities Project Tracking System) which increased staff productivity and reporting accuracy and served as model for company since on-line inception.• Analyzed data to reduce costs in many areas, including architectural, furnishings and moving fees.• Led effort to set up a project control website on company intranet. • Established a quarterly newsletter for HQNY describing construction progress.