Collaborate and lead consulting offices and personnel in the development and execution of facility asset management services geared to provide informative and actionable data to building operators in the establishment and prioritization of annual budgets, labor force plans, system standards, key performance indicators, and monitoring systems for the maintenance and operations of facility inventory.

Provide leadership and consultation in the planning and expenditure of facility and production capital commitments. Mentor and develop project management personnel. Establish and monitor capital project budgets. Report and present to leadership on current capital planning efforts, budgetary status, and provide recommendations for capital expenditure use and oversight.

Collaborate with property owners in establishing annual budgets, labor force plans, system standards, key performance indicators, and monitoring systems for the maintenance and operations of facility inventory. Through condition assessments, organizational and software surveys, and facility inventories, I gather data to make objective recommendations coupled with real-world insight from interviews with onsite staff tasked with maintaining the facilities.

Collaborate with clients, designers, and project management team in the delivery of quality construction utilizing design-build methodologies.As an Associate Project Manager at Opus Design Build, I am responsible for coordinating design with clients and designers to ensure the project meets project goals. I estimate construction costs for development of a final GMP, and I work with superintendents and subcontractors to ensure a timely project turn over that meets the quality expectations of clients.

Specializing in Process Improvement I am analyzing current processes and developing/implementing new processes to establish consistency in services to our clients. As department manager I coach and develop a team of 7 technical specialists in providing services to clients. Developing, documenting, implementing, and refining processes are part of my every day responsibilities. I develop training plans and presentations to develop the team and align their skills and efforts with that of management to provide the best possible services for our client. Additionally, I manage small projects using PMI principles and provide coaching to leadership as needed.

Pursuing improvement through process innovations, team development, and staff engagement. At SJSU I facilitated team process improvement projects, oversaw projects in maintenance management software changes, implemented the use of tablet technology in the performance of daily work, developed programs to engage new employees and make them part of the organizational team, began monthly dialogues with staff for input on organizational direction, pursued changes to ensure just-in-time delivery of parts and materials needed in the performance of daily maintenance.

Specializing in group facilitation and team work I brought together leaders in procurement, IT, Facilities, and other departments to develop processes and partnerships to improve organizational efficiency and Developed improvements for the execution of business in the Maintenance Management department. Additionally using expertise to improve business process management and develop annual budgets for Maintenance and Operations labor and materials finances. Championed a total cost of ownership approach for analyzing and determining the success of operational tasks long-term. I refined operational business process to save time and money on the procurement of materials. I was responsible to analyze operational budgets and make recommendations to senior leaders regarding expenditures and allocations. I also pursued changes in the use of technology such as maintenance management software, and developed partnerships with vendors to better assist the operation meet daily maintenance needs.

As manager overseeing projects I developed and refined project process improvements, developed project budgets and scopes, provided oversight for as many as 30+ concurrent projects and a cumulative budget of $85 million+.

As Project Manager I utilized organizational and PMI processes for the oversight and execution of construction projects on the CSU, East Bay campus. Tasks include, meeting with and managing contractors, architects, and construction service professionals; facilitating team problem solving initiatives, and developing computer based training for project management software.

Identify capital expenditures necessary for renewal of facility assets for multi-unit housing and buildings operated by US Department of Defense agencies. Assist in managing workload and schedule of over 40 facility inspectors from various trades. Develop matrix for scheduling inspection of 6 million SF of space within 6 month period. I was also responsible for training and quality assurance of 40 skilled inspectors.

Oversaw the training and development of security software for a security force of 21.

Learned project management principles in the planning and execution of two summer projects involving renovations to client owned structures. I was responsible to facilitate the planning and execution of these projects with the client and contractors to ensure goals and time-lines were met.

Collaborated with team of 4 to research the importance of organizational succession planning and discovered best practices for said plans. Presented current findings to CFaR at 2006 APPA Leadership Forum. Our investigative team received award from APPA in 2006 for excellency in research.