Oversight and subcontract management of multiple NQA—1 verbatim compliance project scopes. Lead project management team in the procurement/preconstruction/construction/commissioning of a nuclear fuel storage facility project. Function as the Point of Contact for clients' representatives, project owners, trade partners, EOR, and subcontractors. • Track the performance of Assistant Project Managers, Construction Supervisors, and Administrative Staff that will manage defined project scopes. • Support the estimation, scheduling, project controls, and researching opportunities to ensure success in a competitive market.• Formulate scheduling plans to measure the completion percentage to a schedule of values; track all significant changes to schedule for materials delays, labor shortfalls, force majeure, and issues with the ADJ. Document and send notice of delays and changes to the projects to our customers.• Point for contact for owner/customer and subcontractors for all communications.

As Executive Director, I act as the liaison to maintain client relations and resolve customer concerns with a keen focus on Project Management, Financial Operations, Technical Support, and Leadership Development.══ COMPETENCY ══ As the driving force for safety and quality, I am accountable for Revenue, Expenses, and Profitability for ECD Hawaii. I lead the training, mentorship, and development of our Hawaii staff and do annual reviews while providing training opportunities for professional advancement.Through the careful evaluation of Profitability based on estimates, budgets, labor performance, and change management, I ensure that projects are not under-billed to the actual costs incurred. I generate monthly financial reports from review and analysis to division and project-level information. I collaborate with Project Managers and Engineers to evaluate communications for changes in scope and schedule and create a scheduling plan for projects to measure the percentage of completion to a schedule of values, evaluate MEP activities to customer schedules, and document delays and changes for the projects.Daily, I direct office staff, warehousing, and project engineering support. I work closely with our ECD Hawaii Superintendent on supervision and personnel issues, placement, and training. I study job sites and support Project Managers.══ SPECIALTIES ══ Contract Management | Project Planning | Leadership | Construction Management | Procurement | Budgets | Strategic Planning | Program Management | Operations Management | Business Development | Construction | Purchasing | Certified Project Manager | Manufacturing | Analysis | Business Process Improvement | Project Controls | CPM Scheduling | Change Management | Sales | Process Scheduler | Management | Contract Negotiation | Team Building | Cross-functional Team Leadership | Controller

As Project Manager, I flawlessly maintained excellent customer service, efficient project management, effective team coordination, and unmatched technical support.══ PROFICIENCY ══ As the Point of Contact for customers, Project Owners, and joint craft construction teams, I supervised the Superintendents, General Foreman and Foreman in the field, and subcontractors. With proven strong managerial leadership proficiency and the ability to attract and retain, mentor, and develop talent into a high-performance team required, I established disciplined organizational talent.I possess strong process management skills and the ability to set high standards, drive an agenda, promote accountability, and effectively multi-task in a time-sensitive environment as required. I delivered leadership direction to scheduling professionals, change management team, and risk analysis while supervising the Project Controls Team, BIM/Team, and Purchasing Group.I managed Human Resource, Accounting, and Office Administration, while directing prefabrication plans with expeditors, submittal groups, and commission planning. My proven success lies in building consensus and relationships while driving effective programs in concert with multiple process stakeholders required. I am committed to streamlining procurements and developing prefabrication plans to improve margins and recruit and mentor staff to fit short and long-range company goals.══ SPECIALTIES ══ Contract Management | Project Planning | Leadership | Construction Management | Procurement | Budgets | Strategic Planning | Program Management | Operations Management | Business Development | Construction | Purchasing | Certified Project Manager | Manufacturing | Analysis | Business Process Improvement | Project Controls | CPM Scheduling | Change Management | Sales | Process Scheduler | Management | Contract Negotiation | Team Building | Cross-functional Team Leadership | Controller

EPC Construction of a Solar Farm

Project Manager at the Salt Lake City - Terminal - Gateway - Concourse. Project manager of Electrical & Low Voltage Construction at the Salt Lake City International Airport – Terminal Concourse & Gateway • Point of contact for customer, project owner and joint craft construction team• Manage Superintendents, General Foreman and Foreman in the field and subcontractors• Management of scheduling professionals, change management team and risk analysis • Supervise Project Controls Team, BIM/Team and purchasing group• Direct HR, accounting and office administration• Manage prefabrication plan, expeditors, submittals group and commissioning plan

Mission to consult, support and augment firms in the manufacturing, construction, tenant improvement, real estate and energy business segments: Using over 30 years of experience to provide solutions to customer’s ongoing and/or temporary operations, finance and project management functions. Specializing in EPC, TI, Cost Controls, Scheduling, start up flow, unique solutions, specialty projects, dispute resolution and restructuring organizations. Proven experience with capital sourcing/funding, real estate development/sales and property management.

Project manager for large HVAC projects in Education, Healthcare and Manufacturing. Managed multiple projects implementing control of cost, scheduling, planning, procurement, maximize off site prefabrication and risk management to closeout profitable and timely projects.

General duties were the collection of costs for the site operations and projects in the Fluor costing system and transfer to the P&G SAP system. Tasked to publishing weekly cost reports on construction operations, maintenance and capital projects presented at weekly engineering meeting with P&G. My second major duty was scheduling maintenance and capital projects using Microsoft Projects which included analyzing variances in schedule performance against the plan and communicate variances to Project Managers of Fluor and P&G. Outside of my cost control duties I was tasked to develop a site specific quality plan for maintenance and capital projects.I had great success working with P&G managers to develop project scope and outcome narratives and then managed projects as assigned.

Project manager to Federal Highway projects in Yellowstone National park. Built and maintained schedule for multiples projects in Primervia, with monthly updates including all change management. Provide monthly schedule updates to Fed Highway to support billings.Compilate monthly billings and supporting documents according to FWHA, CFR and FAR regulations Track usage of roadway materials for cost and billing purposesManage all changes to contract documents and scope changes including procurements and manpowerImplement quality program thru independent contractor and SWPPP weekly audits and reporting

I was contracted to combine two companies in a new manufacturing and maintenance organization to work in wind, solar and geothermal energy. Determine the actual financial position of the two companies while working on legal and financial set up of the new company. Merge the general ledger and cost accounting information system. I created corporate articles of incorporation, by laws, meeting minutes, federal and state filings, consortium agreements & HR manual. Currently I am working with Roger Tuck on the development of a next generation turbine controller. Operational responsibilities are project scheduling, streamlining procurement, capitol requirement evaluations and sourcing, determining inventory quantities for production levels, facilities and capital equipments requirements, leased equipment options and human resources. Financial responsibilities are developing schedules of value, inventory of materials and cost reduction options. Other responsibilities are collections of aged receivables, payable vendor relationships, quality revisions (including SQOP plans), researching alternate products (towers/generators/gearboxes), project financing options, PP&E negotiations with public utilities, IRR evaluations, state & government tax incentives research for customer’s presentations. Currently I am supervising the building eighteen turbines for delivery to Alaskan and Hawaiian projects; all under budget and on schedule. Roger and I are building O&M Manuals for the next generation turbines.

As the Chief Operations Officer and Chief Financial Officer, I expanded our customer base to include DOE, DOD, Industrial chemical production facilities, education facilities and healthcare facilities. To support the business development plan I updated the safety and quality programs to support DOE and DOD NQA1 standards and OSHA requirements for Chemical plants and MHSA for mining production, cleanroom areas, surgery centers and public works projects. I have managed over to 300 employees and a variety of subcontractors on multiple and single projects. As the COO I managed human resources, purchasing, quality, safety and preconstruction department. I have had extensive success in the management of EPC and fixed price contracts for government, industrial and commercial customers. We were a NECA/IBEW contractor complying with all collective bargaining agreements and site labor stabilization agreements under the Davis Bacon Act.As a business with a medium sized accounting office I had full GL responsibility with successful preparations for audited financial statements, all according to GAAP and bank and bonding reporting functions. The payroll was for 300 employees weekly, monthly payables involved 400 plus vendors and receivables involved 200 plus customers. My accounting was audited by the GAO, DOD, DOE, BIA for compliance of FAR and DFAR for projects over 5 million dollars or defined as critical to operations or national security.

I was hired as the finance manager for the build out of the Pocatello AMI facility. The success of the project depended on my ability to develop the budget based on the project estimate and corporate funding approval, schedule of construction, procurement of state of the art production equipment. My day to day duties included, costs accumulation of construction activities, procurement activities, materials and major manufacturing equipment, management of subcontractors and vendors.Working for Gould/AMI I lead the construction and commissioning and startup of a wafer fabrication facility, sort and test facility, deionized water facility, waste treatment facility, hazardous chemical storage and two fabrication area remodels. All the projects were commissioned under the project’s revised capital budget, on time. I developed construction cost accounting system for future projects. After the capital projects completion, I audited capitol inventory, manufacturing inventory and was a cost accountant within the Gould-AMI organization. For a period of two years I served as financial analyst to the Senior Vice-President of Manufacturing. My emphasis were cost, sales modeling, design pricing development for design engineering