Hotel Commenwealth Expansion Project Boston, MA 5/2014 to PresentLead Superintendent on 50 M boutique hotel adding 94 new rooms, event space, and additional parking. The work will be done in 13 months while Hotel stays fully operational. Construction will begin July 2014. • Working on developing a plan that will facilitate this aggressive schedule. This is being accomplished by working with the Architect, making sure the design is complete.• Developing site logistic plans to create a smooth flow of work. • Working on pre-construction plans, making sure that contractors are written to help support the aggressive schedule.

Froedtert Vertical Expansion Milwaukee, WI 1/2016 - PresentHead Superintendent on adding one floor to the existing three story active hospital. The added floor will be Mechanical to service future 3rd floor remodel. Froedtert CFAC Milwaukee, WI 12/2014 to 1/2016Interior Superintendent for a 125 M, 8-story, 650,000 sq ft addition to a hospital. Including operating rooms, exam rooms, recovery rooms, and offices. Finished project ahead of schedule in October 2015.• Created phase plans that tied back to the master schedule.• Held weekly meetings with all team members to ensure that the schedule was met.• Took the lead on daily safety to ensure that workers return home the same way they arrived. NDA (Non-Disclosure Agreement) Racine, WI 9/2014 to 12/2014Lead Superintendent on carport restoration. • Developed initial plan and schedule for hard bid. • Carried plan out and was able to meet owners aggressive schedule.• Held a meeting to review phase plans and construction schedules to ensure buy in from all subcontractors.• Received award from owner for ingenuity and thinking outside of the box with phasing out work and schedule.

Banner Del Webb Sun City West, AZ 11/2013 to 3/2014Banner Boswell Sun City West, AZ 3/2014 to 5/2014Head superintendent on a 1 million dollar IDF and office renovation, which included 8 phases of work in a fully operational hospital.• Brought in to restore a broken relationship with Banner Del Webb hospital. By focusing on restoring the safety of the project, implementing a no tolerance policy for violation to infection control, and successfully finishing the project on schedule has restored confidence with the hospital and has created a lasting partnership for future work.• Upon arrival to the jobsite I facilitated meetings with subcontractors to restructure the infection control procedures and eliminate dust track out and disruption to the hospital staff. The improvements resulted in immediate positive feedback and fostered a positive working environment for the hospital staff and construction workers. • Developed a detailed schedule that identified activities that impacted the hospital. By having a detailed plan it created a smooth process for submitting hospital impact notices and infection control paper work on a weekly basis while maintaining the project schedule. • Brought into Banner Boswell in March to restore broken relationships with hospital staff, create an action plan and train Mortenson staff with hospital expectations and get the project back on track.

University of Arizona North End Zone Expansion Tucson, AZ 4/2012 to 11/2013Superintendent I Superintendent on 73.3M, 183,000 sf University of Arizona North End Zone Expansion Project providing premium seating, new facilities, and connection of the east and west concourses. Lead Superintendent for structural slab on decks, columns, and 3rd, 4th & 5th floors interiors for the project.• Brought in for my experience in structural concrete with the goal of getting the project back on schedule. • Supervised structural slab on decks, columns, and managing of self-performed concrete work.• Took the lead in working with the structural engineer to resolve issues while strictly adhering to the aggressive project schedule. This was accomplished by holding pre-install meetings with subcontractors. The pre-install meets involves studying the plans, identifying potential problems, and working together as a team to resolve issues before they negatively impacted the project schedule. • Upon completion of the structure, I transitioned into the lead superintendent for 3rd, 4th, & 5th, which were on the critical path of the schedule. This was due to my ability to create an organized flow of work while pushing an aggressive schedule. By using daily plan of the day meetings, which were used as a tool to foster communication between the subcontractors and develop a realistic project schedule. • Successfully lead the close out and turn over of the project on tile and under budget. The success of this project has lead to repeat work with the University of Arizona doing the University of Arizona Basketball Renovation project.

Assistant Superintendent on 88,000 sf Kohl’s Department Store in Ohio. Lead Superintendent on 64,000 sf Kohl’s Department Store in Woodstock, IL. • As lead superintendent on Kohl’s Woodstock, the project was successfully completed in 18 weeks (start of construction to final occupancy).• Personally created integrated work plans (IWP’s) with detailed procedures and visual aids on how to do specific activities. This has greatly reduced the amount of issues and rework that have occurred on prior Kohl’s projects. • By utilizing the IWP’s and previous work experience with Kohl’s, I successfully developed a schedule that integrated construction and owner activities, enhanced productivity, and reduced rework. As an example, at the Kohl’s Woodstock project, I provided the drywall contractor with the IWP that allowed installation of the fitting room walls prior to ceiling grid installation. This enhanced the flow of the project by allowing all contractors time and space to efficiently complete their work, without interference. • As part of the safety program, I daily led stretching exercises, held the morning job meeting, and was in charge of safety enforcement and prevention.• Successfully finished the Miamisburg Kohl’s project on schedule. On arrival, the project was behind schedule with ten weeks remaining and only half of the structural steel completed.• Developed a fast track interior schedule for Kohl’s Miamisburg, which was tracked, discussed, and updated on a daily basis.

Assistant Superintendent on a 250M, 800,000 sf replacement hospital. Lead Superintendent over all roofing operations and interior build-out of the three-story Cancer Center Building. The Cancer Center Building was completed 2 months ahead of schedule and was showcased to the Client while other buildings in the Medical Center were being completed. • By reviewing the plans and specification, I observed that the roofing contractor was improperly laying-out and fabricating the roof parapet. I was able to resolve the fabrication issue before rework was required.• Successfully managed the completion of the hospital roofs while not impacting the interior finish schedule.• By planning ahead, I identified walls that needed to be fixed before taping and sanding, rather than waiting, which greatly reduced the amount of punch list items. • By identifying potential roadblocks and gaining the support of the trades, I developed a schedule that allowed the finishing of the interior build-out two months ahead of schedule. • As part of the safety program, weekly led safety talks for over 500 construction workers, held the daily foremen job meeting, and was in charge of safety enforcement and prevention.• Conducted daily quality inspections to prevent rework and oversaw the completion of punch list items for both the roofing system and the Cancer Center Building.

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on a $81M, 41 story, residential tower featuring 227 condominium units designed by Helmut Jahn.Took initiative to call a meeting of the trades in order to establish a four day structural concrete pour cycle. This involved problem-solving and working as a team to develop an effective sequence of work that satisfied each discipline and resulted in a positive work environment.Managed the envelope of the building: window-wall system, masonry, and steel.Established sequential delivery times for materials and equipment which maintained the schedule flow despite space restrictions.Enforced the five day per floor interior rough-in cycle for each trade, checking that all rough-ins were installed correctly per the condo unit prior to drywall installation.Held weekly safety meetings and inspections as well as daily entering safety information into Web Care software.Implemented a three week look ahead project schedule. This schedule gave each trade detailed information on what needed to be accomplished in that time-frame. Strict adherence to this schedule kept the project moving ahead of schedule.Successfully coordinated twenty trades in an eight week period in order to complete the lobby, security space, and loading dock to obtain temporary occupancy permit.

on a $43.4M, 15 story, 280,687 sf residential building consisting of 96 condominium units and a 242 car parking garage. Building amenities included a 4th floor pool and spa.Brought on the job specifically to spearhead the concrete structure.Developed a plan to reduce the pour cycle schedule and provided guidance for executing the concrete work.Fine-tuned a site logistics plan to enable smooth delivery and trash removal due to site restrictions.Successfully coordinated critical picks and crane dismantlement.Effectively used knowledge of drawings to prevent improper installation prior to drywall.Sustained a five day per floor schedule for each trade to complete their interior finishes and interfaced daily with the trades to promote open communication to maintain the schedule.Responsible for developing and enforcing a punchlist as well as conducting owner-walk through and sign off.

Developed several multiple phased hospital schedules. Responsibilities included reviewing submittals, shop drawings, estimating, scheduling, obtaining budget pricing, bids, and reviewing architect's design revisions. Served as a project manager for several small commercial buildings and participated in field supervision.