Eric Olsen Email & Phone Number

Denver, Colorado, United States

Created and manages the Expansion Project Management Office (PMO), consisting of 3 project managers, to create processes and support the installation of 4M linear feet of outside plant fiber to 66,000 homes in 2022 in 15 new markets. Managed CBDO’s monthly board reporting process and conducted ad hoc reporting.Responsible for design and delivery of retail, operations sites, warehouses, and a new corporate office to support the company’s relaunch, rebranding, and expansion plan during 2021-2022. Collaborated with brand consultants to create new architectural retail store design standards. Created functional requirements, standardized delivery budgets, negotiated leases, sourced architects and general contractors, and delivered sites. • Project managed the site selection, design, and delivery of a corporate HQ office, 4 retail sites, and 7 operations sites/warehouses (69K SF, $2.6M) across 5 states.• Created new PMO processes and reporting tools to support the fiber expansion plan.• Created and managed budget models for the CBDO’s 2022 capital budget ($77M program, $14M engineering) and 2023 capital budget ($36M program, $6M engineering) until a finance manager was hired.

United States

Reported to the CFO. Responsible for daily operation of 2 corporate offices and support of 30+ field site operations. Managed real estate, purchasing, security, travel and fleet. Rebuilt and staffed the department (9 positions).• Redirected the C-Suite’s decision to consolidate three Phoenix sites (750 employees) to a tempo that allowed employee workspace improvement and positively affected call center retention rates.• Closed and returned three sites in two months as part of a strategic consolidation plan.• Completed two site security installations that had stalled for 2 years.

Greater Denver Area

Responsible for daily operation of 2 corporate offices in US and Canada (1.2M SF; $47M), subleases (550K SF), and support of US field site operations. Managed multi-state real estate portfolio, implemented innovative lease structures to provide flexibility, and negotiated deals. Developed facilities design to promote the corporate culture. Benchmarked metrics to drive efficiency and control year-over-year cost variances. Distilled complex business proposals into simple business cases and presented to C-Suite; fast-tracked deals and projects. Actively proposed and influenced executive leadership’s business decisions resulting in significant cost savings (e.g., building purchases and subleases). Well-versed in all aspects of facility management and maintenance: builds relationships; develops RFPs; negotiates and enforces contracts; selects and manages vendors; conducts project management; develops and implements preventive maintenance plans to preserve assets; develops and manages capital and operating budgets. Mentors, trains, and develops the facility team to provide depth. • Developed and delivered 10 annual G&A operating budgets ($15M-$45M) within a median of 1% of forecast.• Negotiated lease and sublease transactions of 1.1M SF ($260M).• Purchased and sold $15M in real estate (81K SF of buildings; 24 acres of land).• Designed and delivered 12 new sites (200K SF; $10M); designed and upgraded 11 sites (300K SF; $18M). • Project managed the site selection, design, construction, delivery of a 5-acre, 50K SF office ($17M).• Drove energy efficiency measures and achieved ENERGYSTAR ratings of 94 and 84 for two buildings.• Mentored all facility management employees (4) to obtain their professional facility management certifications.

Greater Denver Area

Operated up to 90 buildings (800K - 900K SF; annual $4.5M operating budget). Developed RFPs; negotiated and enforced contracts; selected and managed vendors; conducted project management; assigned or resolved help desk tickets; coordinated employee and office moves; coordinated services/repairs.• Project managed construction of a $4.5M, 25K SF field office.• Coordinated interior renovation of 3 office buildings ($700K, 32K SF) in 4 months while maintaining ongoing operations.

Greater Denver Area; Afghanistan

Project Manager 2004 – 2005Advised the commander of a 300-man unit on Civil Affairs for 2 provinces (27 districts) in Afghanistan. Developed measures to assist and legitimize the new Afghan government while improving perceptions and cooperation with the US Army; coordinated with local Afghans, district, and provincial governments to identify and prioritize civic projects; distributed humanitarian aid. DOD Secret Clearance.• Obtained funding approval and delivered $1M of civic aid projects within an 8-month period.• Constructed 3 government buildings and repaired 6 others.Assistant Team Leader and Project Manager 1997 – 2003Assistant team leader for a 20-person training team, serving as leader as required. Planned, resourced, and controlled training flows. Provided training support for planning exercises and coordinated events.• Project managed a multinational briefing consisting of representatives of 5 nations and 300 participants.• Project managed 3 major training events; primary trainer for 2 of those exercises.• Commended for developing and executing a 3-day training exercise for 80 deploying soldiers.

Germany; Fort Knox, Ky

Project Coordinator, Logistics 1996Coordinated logistics for the Army tank program, liaising between government agencies and defense contractors for product support and acquisition. Provided oversight on contract specifications; assured product compliance; monitored the development and procurement of training and logistical support; reviewed reliability, maintainability, and durability requirements; supervised software support; monitored product safety issues.Small Unit Leader and Project Officer (Cavalry) 1991 - 1995Leader. Responsible for $12M of equipment; developed and implemented year-long training schedules; coordinated with other units and international forces during operations; developed contingency plans. Led up to 50 soldiers and coordinated, resourced, and supervised events involving 400 personnel.

Greater Denver Area

Project Manager, Facilities 2001 – 2003Responsible for supporting 12 regional offices (75K SF) and shared support of the Headquarters building (320K SF). Enforced contract agreements; selected and managed vendors; project managed; resolved help desk tickets; tracked furniture inventory and reduced excess; coordinated employee and office moves; coordinated service/repairs. Consolidated, decommissioned, and constructed office facilities as part of a bankruptcy team.• Project managed closing 10 offices (140K SF) while designing and building 8 new sites (52K SF).Supervisor, Front End Provisioning and Project Manager, Facilities and Training 1999 – 2000User representative to build out and occupy a new provisioning facility (40K SF) and office manager for 330 employees. Provisioned telecom services. Training coordinator.

Greater Denver Area

IT Application Manager and Business Analyst 1998 – 1999Project manager for 2 software applications and supervised 3 database administrators. Identified application needs and translated requirements into change requests; prioritized items for development and debugging; conducted troubleshooting; developed ad hoc queries; queried the database for business information.• Coordinated the removal of 10M+ rows of invalid data from the corporate database with no business impact.Operations Inventory Manager 1997 – 1998Managed revenue and dealer performance for Wisconsin (75 dealers, $8M annual revenue). Determined fleet positioning for 400 vehicles; coordinated fleet maintenance and emergency repairs; resolved customer service issues. Coordinated up to 8 transfer drivers.• Increased year over year revenue by 6.3% and by 32% during the off season (highest out of the 40 US regions).

Master Of Science (Ms), Technology - Facilities Management Emphasis, 4.0 Gpa

Bachelor Of Science (Bs), Major: European History; Minor: Mechanical Engineering

Education record