I create cost estimates for small and large projects being performed on campus. My experience in Commercial Renovation and estimating has allowed me to build databases of Campus Shop estimate items. These items are used to create Work Order Estimates for the Access Shop, Carpentry Shop, Paint Shop, Upholstery Shop, Electrical Shop and Mechanical Shops.The flow of work order estimates has greatly improved. The timeliness of estimates has assisted in shortening the overall time required to deliver the desired improvements to our customers on campus.

Through the use of Thermal Infrared Imaging, nondestructive detection of moisture intrusion into a building envelope is a reality. There are many applications for this technology.This technology has the capability to extend the average flat roof life by as much as 300%. Additionally, Electrical and Mechanical infrared imaging assists Facilty Managers by providing predictive preventative maintenance reporting of all their systems without loss of production. Early detection can prevent system failure, lost production time and reduce the repair costs..

I brought together the owners of Lonestar Builders and a qualifying Service Disabled Veteran to form a new government contracting venture. I used my skills in contracting with the Federal Government, to get this new company off the ground and running. Their first year they did over a million dollars in revenue and this was doubled the following year. I directed the establishment of policies and procedures to maintain work progress and accountability at the respective jobsites. Established operating procedures and prepared O & P manuals for the company.Established Treasury listed bonding capacity to $10 million.Created Company Safety manual to comply with Federal regulations.Set up estimating procedures to accommodate electronic download and digitized estimating on Government contracts.Performed estimating of all trades, established budgets then Project Managed the work on hand.I created schedules for each of the contracts and then updated them twice monthly.

The Company was founded as a Government contracting concern. I Tracked, estimated and managed contracting efforts for the Air Force and Corps of Engineers primarily in the Pacific Northwest. Managed the setting up of satellite offices, procured materials and labor, oversaw the submission of material submittals and deliveries. I Managed owner expectations and schedule in this tightly regulated Government environment. The company's annual revenues were roughly $3 million per year.Established operating procedures and prepared O& P manuals for the company.Negotiated $500,000 unsecured line of credit with Nevada State Bank.Established Treasury listed bonding capacity to $20 million.Created Company Safety manual to comply with Federal regulations.Set up estimating procedures to accommodate electronic download and digitized estimating on Government contracts.Performed estimating of all trades, established budgets then Project Managed the work on hand.

The work specialized in was renovation of Government facilities, west of the Mississippi River. The work ranged from military family housing to barracks, hangars, museums and court houses. I directed the company's growth from its establishment to over $25 million per year while maintaining 12-20% pretax margins. The Company focused to achieve a finished product that exceeded industry standards. To achieve this higher standard I made job site evaluations on a twice monthly basis. Having my critical eye on site has proved invaluable in maintaining a high standard of quality. Renovation work often requires creative solutions to provide an aesthetically pleasing finished product. Much of this creativity can only come through years of construction experience. Achieving satisfied customers requires several important elements, understanding user needs, early problem identification and a desire to have a mutually acceptable solution. In order to manage these elements properly, communication is key. I have overseen weekly owner coordination meetings where critical issues are managed; discussions of safety and review of the schedule take place. Keeping a cool head and focusing on the issues, with an eye on solving problems is one of my strengths. Solutions, where, as partners we recognize one another's needs and look for win-win solutions. Routine communications with the owners' representative is part of the jobsite progress review. This allows for candid input as to what we can do to improve relations. Moved company towards design build negotiated contracts. We were some of the first design renovate contractors doing work for the Federal Government.Company was recognized as one of the top 25 remodelers in the nation.Listed as a member of achievers in the remodeling industry the last four years I was with the company.Embraced the shift towards electronic procurement. Established digitized estimating procedures and tracked all solicitations electronically.

Gave input that helped shape the growth of the Company from $6 million to over $350 million per year. During this time Woodside expanded their operations from Utah into Nevada, Arizona and California. Additional related companies were set up to enhance the company's offerings. These new entities included a mortgage company, insurance company and a land development holding company.While President of Atherton Construction we had been performing work in Nevada and the high deserts of California. This knowledge and understanding of these markets was key in Woodside's move into the Nevada housing market.Atherton Construction Inc. was a cash company. There were no long term debt requirements, such as land acquisition and development. This gave large cash infusions into the Woodside Group of companies allowing for the accelerated growth of the companies.Atherton Construction Inc. was part of the Woodside Group of companies and I owned stock in all the companies. The company's growth gave me the financial means necessary to later start Structure General Inc.Government contracting typically runs countercyclical to the house market. When I was setting up Atherton Construction Inc., the Utah housing market had been in a slump which made my skills a perfect match for the needs of Woodside Group. I proposed setting up a Government contracting company that would take some downside risk from the "eggs all in one basket" situation they found themselves in.