Eric A. Langenderfer, Pmp Email & Phone Number

Wheat Ridge, Co, Us

Multiple Locations

Accountable for improving client performance in planning, operations, cost, and safety. Additional responsibilities for managing implementation teams, project management, contract management, personnel performance, and business development. Projects completed across a wide array of industries, companies, and locations including:• Industrial – BP Whiting Refinery, Illinois• Construction – Royal Dutch Shell, Pennsylvania / Big West Oil, Utah• Aerospace – American Airlines, Florida• Insurance – ISMG, California• Deepwater Drilling – Transocean, Houston• Manufacturing – Bartek, OntarioNotable Projects, Initiatives, and Successes: • Delivered a step-change performance organization for the largest commercial airlines in the world as part of a team of seven performance coaches. Developed a partnership with the client to create a uniform vision for success, respecting their strengths, leveraging existing programs, with improved planning and accountability. On-time flight performance improved 25% in the first year, with four years of continued improvement and sustained results. 5:1 Return on Investment• Led a team of six performance coaches to align customer leadership with the front-line work force on continuous improvement initiatives to implement a $10MM demurrage savings program via optimized program level ownership. 10:1 Return on Investment• Led a team of four performance coaches working offshore across the fleet to improve on-time completion and environmental compliance for subsea equipment maintenance. Working in partnership with the contractor and multiple operators, the implementation improved planning engagement and optimization, cross-functional coordination, and front-line coaching. The teams successfully reduced schedule over-run by 80% and maintenance time by 50%

Executive ownership of PMO. Responsible for all Technical Installation Services throughout the United States and Canada. Primary emphasis on design and implementation of a new PMO structure and P&L responsibilities. Oversight of 50+ project managers home-officed throughout the United States with primary emphasis on large enterprise organizations. Headquartered in Charlotte, NC• Business Transformation: Assumed ownership of a failing department and turned it around in seven months. Crisis Management techniques were employed as distressed projects ended and new projects were absorbed into a newly designed PMO framework. Customer satisfaction was at an all-time high at the time of departure in June of 2011 • Designed, staffed, and rolled out corporate PMO to support a Rapid Deployment project model. The clients required pricing & SOW development within a 48-hour window and a project start within 72hrs of 1st contact• At the time, the annual revenue for the Installation Services PMO was the highest since the company was founded in 2002. The departmental framework changes enabled the company to accelerate the sales cycle without the risk of delayed responses to customer requests • Overall Business Unit Net Profit Margins > 35% for CY 2010 • Growth of revenue by 49% over previous year with minimal FTE additions

Aurora, Colorado, United States

A member of the M&A Operations Team which was responsible for acquisitions due diligence and improvement implementations. Managed all technology related projects, compliance, business continuity, crisis readiness and records retention/disposition processes with an annual budget of $1.5MM. Ownership of technology and team with significant emphasis placed on uptime. Headquartered in Aurora, Colorado• Leadership of Information Technology Team: (2) Systems Engineers (4) Software Developers (1) Help Desk Technician• Created efficiencies in developing, executing, and maintaining of formal Business Continuity, Crisis Management Plan and Record Retention Policies• Conducted technical and operational assessment of nearly 100 target acquisition companies in four years which produced an experienced, knowledgeable, and extremely detailed program management skill set for post-acquisition operational turnaround events• Setup operational and technical infrastructure in Europe (Ireland and United Kingdom) for a newly developed business entity: GMT Global Aviation. Reduced travel costs on average by $30K per month through implementation of a global video conferencing system. ROI was realized within two months• Oversight and approval for all technology within the organization including investment, strategy, design, planning, and implementation management for both systems and applications