This role requires that I drive initiatives to establish and fortify international construction capabilities in preparation for major expansion. Build and develop global project and construction management teams. Streamline property and procurement functions via the institution of new systems/processes such as a maintenance system. Create and refine the development process, standardize products, and recruit/train a new team. Some key achievements for this role include: • Decreased project spend by 27%. • Reduced overall construction time to six months. • Instituted and successfully managed novel entitlement management process. • Streamlined operations via implementation of Procore and maintenance software solution. • Completed first-ever resort project in KSA desert within time and budget during height of COVID-19 pandemic.

During this position, I orchestrated the development of systems and plans geared towards enabling a start-up to grow from eight locations to worldwide chain with 500 locations by 2022. Facilitated seamless workflow via restructuring the development department into seven functional areas such as architecture, interior design, and purchasing. Coordinated the recruitment of leadership staff, built new processes/standards, and oversaw the development process, scheduling, and budget control. Lastly, I organized workshops to produce hotel FF&E items and restructured purchasing to enable the use of internal sources and purchasing agents. Some key achievements for this role include: • Improved budget adherence from 0% to 90%. • Increased schedule adherence from 0% to 80%. • Decreased overall cost per bed from $11K to $4.5K. • Built high-performance teams in Europe, North and South America. • Enabled aggressive expansion via establishment of highly scalable processes. • Developed system to convert hotels within five months from signing to opening. • Opened 32 properties within first year of tenure, with average of 50 properties under development at all times.

turning around projects in the Philadelphia market which entailed the management of projects worth a total of $490M. Maximized operational efficiency via the periodic restructuring of project management teams. Ensured the application of best practices via provision of training to personnel, as required. Monitored performance metrics to gauge and report progress towards objectives. Some key achievements for this role include: • Added $6M in buyout savings to bottom line. • Delivered projects on time and within budget. • Enhanced project management via introduction of lean methodologies. • Returned two underperforming projects back to profitability and schedule adherence. • Ensured operational continuity by mitigating several schedule delays and subcontractor defaults. • Aided key business development initiatives and acquisition of major project worth total of $120M.

During this tenure, I developed and implemented solutions to turn around the underperforming wall division. Coordinated the restructure of project management, estimating, and installation division. Formed and bolstered the wall division-specific salesforce and dealer partner program. Directed operations of two factories tasked with producing division wall and door products. Some key achievements for this role include: • Decreased division cost by 7%. • Increased sales by 68% over two-year period. • Reduced delivery time from eight to five weeks. • Cut cost of quality from 7.5% to 3% within first year. • Sold major accounts such as AT&T, Discover, and Wells Fargo. • Streamlined internal processes and substantially reduced all turnaround times. • Established sales and pipeline management process in additional to national "wall" sales steam. • Returned division to profitability within first year, stopped declining sales, and regained market share.