Director of Sales - Responsibilities include generating and closing business with C Level construction Executives for large ERP construction software packages. Work with Top ENR Construction & Design companies to review, analyze and replace their existing software solution with a more comprehensive integrated software solution. Manage complex sales processes that can last several months to a year. Products include Accounting, Financial Management, Human Resource Management, Project Management, Drawing Management, Architectural Tools, Invitation to Bid, Collaboration, Imaging, Workflow, CRM, Mobile and others.

Regional Sales Manager responsible for generating a pipeline of opportunity twice the size of our quota goals. Responsibilities included lead generation, marketing campaigns, product demonstrations, contract negotiations and client on-boarding. Successfully met quarterly and achieved annual goals. Product demonstrations included Prolog, Encompass and Encompass Mobile.

• Sr. Director of Construction, Design & Facilities– Oversaw the design, construction and facility management of all GNC stores. Staff consisted of over 20 designers, construction managers, contract administration, project controls administration and facility administrators. Our construction department performed approximately 175 construction projects a year. Responsibilities include directing the day to day operations of the group, managing the capital budget, vendor selection, store design, permitting, bid review, change order review and project closeout. Member of the Corporate Real Estate committee consisting of the CEO, COO, CFO, CMO, SVP of Store Operations, VP of Real Estate. Completed a complete overhaul of the department including personnel, process, procedure and building a new project controls software. Construction costs have significantly decreased and project scheduling has allowed our stores to open in a timelier manner.

National Institute of Health – Louis Stokes Medical Building • Project Controls Manager for the Base Construction Phase of the Louis Stokes Laboratory at the National Institutes of Health (NIH). Monitored daily progress of contractors, recorded daily logs, created weekly schedules. Held weekly progress meetings, reviewed and negotiated change orders. Prepared and presented monthly reports that included construction progress, schedule updates and current budget status. Wrote Access Code for an internal project controls software to manage all NIH Spending. • Wrote a database and CPM schedule to monitor the logistics of $10 million of new equipment purchases and 3000 pieces of existing equipment, all of which will be moved into the Louis Stokes Laboratory. Procured equipment through a GSA. Designed equipment layout drawings with necessary connections needed for proper installation. Coordinated a critical installation of this equipment between various trade contractors, to accommodate the complex phased occupancy on schedule. Monitored and reported Institute procurement expenditures on a weekly basis. Project Controls Manager - Responsible for implementing Prolog and Primavera Scheduling for a multitude of projects on the East Coast including Johns Hopkins Applied Physics Laboratory, DC Net, University of Maryland, NIH and others. Ensured that our end users were trained on software to ensure smooth data delivery to clients through the use of software.

• Performed schedule updates and time impact analysis for a $20 million construction dispute, on a combine cycle power generation plant built in Pakistan. Generated an as built Primavera Schedule based on the daily logs, meeting minutes and contemporaneous schedule updates. Developed critical path impact analysis of all disruptive issues. Prepared monthly and final scheduling reports. • Analyzed the construction process of a federal prison and assisted in the preparation of a preliminary advisory report. Cost and manpower resource issues were the main area of focus. Tracked the daily manpower and submittal process. Assisted in the preparation of a report that was used to verify a termination of default due to the lack of coordination and payment.