Joey Long Email and Phone Number

New Construction for Multi-Family, Senior, Student Housing, Hospitality, Commercial & Industrial

In my current role I manage (2) Single Family for Rent projects, (461) units with almost $70 million in project value. I currently run a staff of (11), Assistant Project Manager, Project Administrators, Project Engineers, Superintendents and Assistant Superintendents. I work directly with the Developer (Owner), Owner’s Representative, Design Team (Architect & Engineers), Franchise Utilities, City Officials, Property Management and Owner’s Third-Party Testing/Inspection Company. I facilitate the sending and disbursement of all RFI’s, ASI’s, RFP’s, Pay Applications, Stored Materials, Submittals, Product Samples, Notices of Delay by Owner. I work with the lead Superintendents weekly on schedule updates by field, schedule updates to Owner, subcontractor meeting agenda’s, notes for discussion for OAC meetings and review of our general condition expenditures for savings. Bi-Monthly I have meetings with my Project Executive, COO and President to review current schedule, financials and any issues with project or could be on horizon. I walk each project weekly to help assist in quality assurance and control with my superintendents and follow up with a jobsite review. The technology used is Procore, Microsoft Project, Bluebeam, Adobe, Apple and general Microsoft Applications. Travel is 15%.

As a Director of Construction Operations with J4 Development my core responsibilities were, managing the construction budgets to ensure our gross profit goal would be achieved, management of site personnel, attending pre-construction meetings when available with subcontractors, facilitating meetings with owner, design team, and all other pertinent parties related to the project. Before being released to the design team on any project, I reviewed the paperwork (RFI’s, submittals, pay applications, etc.) to be complete and accurate. I had final approval of subcontracts and purchase orders before submittal to the COO or EVP for execution. I Conducted multiple site visits per week to inspect quality assurance being met, adhering to plans and specifications, site conditions and make determinations on what areas needed to be more efficient. I actively worked with my project staff members on specific items in the field or administrative work of Procore. I was involved from the initial meeting with a client, oversaw and assisted in the bidding process, wrote the statements and clarifications at submittal of proposal to the client and then in most cases assisted in the VE process after original proposal. The technology used is Procore, Microsoft Project, Adobe, Apple, Sage 100 and general Microsoft Applications. Travel was 75%.

As a Senior Project Manager, I managed $67 million dollars between two projects that consisted of 504 Garden Style units and a Clubhouse in each development. Prior to these two projects I have managed approximately $140 million and 1,300 units of Tax Credit Affordable Housing and HUD projects. I managed a team of one Assistant Project Manager, a Project Engineer, a Project Coordinator, four Superintendents and three Assistant Superintendents. We were an in-house developer, general contractor and property management company. I worked directly with the Design Team (Architect & Engineers), Franchise Utilities, City Officials, Property Management. I facilitated the sending and disbursement of all RFI’s, ASI’s, RFP’s, Stored Materials and Submittals. I worked with the Lead Superintendents weekly on schedule updates by field, schedule updates to COO and CEO, subcontractor meeting agenda’s, notes for discussion for OAC meetings and review of our general condition expenditures for savings. The technology used is Procore, Microsoft Project, Adobe, Apple, company financial platform, and general Microsoft Applications. Travel was 50%.

I managed the General Contractors that are contracted to construct New Build, PIP on all existing building exteriors and/or individual units, FF&E Schedule and Installation, Sales Centers, Registration Buildings, Restaurants, Fitness Centers and General Property Grounds. One of my additional roles is the extension of utilities and roadways in preparation of building new build. I was part of the A&D department that managed projects from conceptual/planning all the way through IHG Inspection and turn over to Operations. My responsibilities as a Project Manager for the owner still include thorough knowledge of the construction documents, monthly pay applications, contractual review and execution, review of RFI's and submittals, review of RFCO's, lead weekly project team meetings, leading of project design professionals, maintaining relationships with local government and driving the GC to maintain schedule, ensure quality through job walks and adherence to budget. Verification that projects were built to brand standards set forth by IHG. I maintained files on every project individually, construction documents, brand standard, FF&E, all electronic correspondence, written job reports and photos. Lastly, I also spent a lot of my time surveying management identified capital improvement projects to determine scope of repairs, bidding out the work and contracting when ready. The technology used was mostly proprietary to Holiday Club Vacations, but used Apple, Adobe and Microsoft applications. Travel was 100%.

The business model I started this company on was to construct an aggressive schedule while giving the client the possible best experience. I channeled the client streamline through my position of local and state homebuilder boards and personal networking through established relationships. Our growth in the first two years of business far exceeded my goals to the point where we had to add office and field staff. We became a premier builder in some of the most exclusive developments in the OKC metro, while we maintained the company's original target of building on client's land. I was in direct charge of all Construction Operations, banking relationships, investor relationships and sales. I managed three Superintendents, an APM, an Estimator and a punch crew for various tasks.

At the time this company was the largest homebuilder in the state, building a yearly average of approximately 500 homes. I started as an Assistant Superintendent and in less than 9 months a Superintendent, then less than 3 years became a Production Manager working with the Vice President of Construction on maintaining and implementing organizational structure to match growth of the company. I managed on average 8-10 Assistant Superintendents in maintaining on time, on budget and “zero defect policy". In addition, I also spent a great amount of time in management meetings on various topics and cross training within departments in an effort to allow everyone to see how vital there role was to the company. I assisted in developed policy and procedures for not only Superintendents; but in improvement of flow in our internal operations to better the experience for our owners, reviewed new plans we planned to add to the market and wrote the new scopes for those into our standards.