Dynamic facilitator teaching professionals in project management, professional procurement, and project development and delivery.

Leading scheduling/project controls, geotechnical engineering, and risk management for public infrastructure projects while striving to save our clients time and money, minimize their risks, and support the successful development and implementation of high-quality, high-value projects.

Building the presence of WRA in the Texas Transportation market through integrity, professionalism, and commitment to client and community service.

Proven, results oriented, and collaborative executive level leader and action taker who, with a diverse transportation engineering background coupled with a business operations acumen and strong communication skills, came into TxDOT in 2012 to start the first Project and Portfolio Management Office by growing a customer-centric and supportive office serving as a consultant to agency PMs and District and Division Leadership statewide supporting the successful delivery of programs and projects. Leads the maturity journey of the first Project Management Office for TxDOT by growing the a customer-centric office from ground zero while supporting the agency in the statewide planning, development and delivery of projects in the TxDOT portfolio and engaging internal team with a measured high level of employee engagement and satisfaction and an external customer satisfaction rate of over 90%. Leads the development and implementation of project management tools, training, and techniques for statewide sustainable adoption. Leads customer driven, disciplined internal processes. Leads the development and implementation PM programs including Schedule, Risk Cost Estimation management and guidance. Leads the Design on Time project portfolio performance measurement and reporting to the Legislative Budget Board for the agency's portfolio.Leads the development and implementation of the PM Training Program to develop skill sets of project managers leading to successful project delivery.Responsible for 9 project managers and a portfolio of 30 projects totaling $2.86B spanning from feasibility and schematic phase through PS&E development. The PMs serve to mentor PMs and demonstrate PPM tools and best practices. Responsible for increasing the adoption of CPM scheduling from planning to construction, cost estimating, and risk management guidance development. Responsible for creating strategic plans and achievable goals, vision, mission and tactics to measure success.

Served as the Construction Program Manager leading a 20 person team of Construction Engineering and Inspection Resident Engineers and Inspectors on 7 transportation construction projects in Austin, El Paso and San Antonio.Served as the Quality Assurance manager, led the CEI project inspection teams, provided contractual guidance, contract administration advice, claims and change order avoidance, negotiation, and justification expertise on two construction projects on the Manor Expressway toll projects in Austin, Texas, one of which is a design-build transportation construction project. Construction costs on Phase 1 is $53 million and Phase 2 is $200 million. Served as the CEI Group Manager and led project the inspection teams providing owner verification for TxDOT on the Spur 601 design-build in El Paso, TX.Responsible for business development and growing Central Texas CEI program through successfully delivering quality projects, acquiring new CEI contracts, and representing the firm through oral presentations and professional interactions. Responsible for the group's financial performance and client satisfaction externally. Responsible for developing strategic plans and budgets for group, central Texas and nationally for the sector's strategic initiative of asset management.Office Leader for the Austin office (240 people) - ensured building facilities and business operations ran smoothly and professionally, planned, developed and managed both building and business development budgets for Central Texas. - Led the office's Employees Activity Committee (EAC) who was charged to develop and implement a plan to strengthen office morale and employee engagement.- Led the organizational change management as the company transitioned from an employee owned firm to a publically traded company.- Represented the firm at external functions such as WTS, ACEC, AGC, ASCE, and charitable functions.

From her vast construction expertise and experience, provided CEI liaison support, Utility Coordination, and CPM Scheduling engineering consulting expertise and support to both FDOT and TxDOT. Sole owner of a DBE, SBE, WBE and HUB transportation engineering consulting firm. In Florida, Ms. Isaak provided her construction project delivery expertise back to FDOT due to her successes of keeping projects on track and delivered with high quality and successfully. She served as the liaison on the major interchange in downtown Tampa between the production and construction teams helping to ensure that the construction project would keep on track by managing RFIs, potential COs, and construction issues through coordination between the engineer of record and the CEI team, served as the CEI Transportation Construction Liaison on one of the largest transportation construction project for District 7 FDOT in downtown Tampa, Florida; $81 million in construction costs. This assignment required RFI management to ensure that the project schedule was not adversely affected by issues that arose during the construction of this highly visible project and review for determination of potential design errors and omissions. Also, while working on this assignment, managed the design post design services contract for the engineer of record which entailed contract modifications as necessary.Served as an extension for staff for Austin district TxDOT's ROW Department overseeing Utility Coordination, agreements, project timelines, budget development and relocations for transportation projects for 18 months. Prior to that, worked as the CPM scheduler for the planning and execution of the Phase II Toll Projects (US 183, 290E, SH 45 and the Y in Oak Hill) in Austin. Supported the Austin District TxDOT staff, participated in planning and production meetings, supported the GEC management of these highly visible and high profile projects for approximately 2 years.

Managed 9 high profile design projects in both Pinellas County and Hillsborough Counties, Florida, ranging from $16 million to $46 million in construction costs. Responsible for a design-build project for 26 miles of sidewalks and a grade separated pedestrian structure along US 19. Other high profile projects include the Bayway bascule bridge replacement, $37 million, and the John's Pass bascule bridge replacement, $77 million. Responsibilities included ensuring that project milestones were met to meet production schedules, updating CPM project schedules, coordinating funding allocations matched current budget requirements for the project, coordinating planning activities including coordination with local MPOs and local governments, coordinating project specific aesthetic committees, scope development, overseeing staff-hour negotiations, attending public meetings, presentations to and coordination with local governments, and facilitated the resolution of project design issues through engineering decisions. Developed scopes for consultant selections for both design and design-build projects. Developed and negotiated staff hours for consultants. Coordinated aesthetics committees for highly charged projects including determining who within a community should be involved, contacting those individuals, coordinating committee meetings and facilitating the committees input to the design of the project. Attended public meetings and answered questions from the public on complex engineering designs and proposed schematics. Addressed both informally and formally governmental agencies and public community groups. Addressed highly complex questions that arose during a project's planning, design and construction phase (s) from project stakeholders and responded with clear and concise information in layman's terms.

Served an Interstate Construction Project Manager (Consultant CEI) project manager for six years, managed consultant construction engineering and inspection on three major interstate construction projects along I-4 in Hillsborough County, totaling $178 million. Responsible for overseeing consultants for conformance with contractual requirements, department procedures, project plans and specifications. Reviewed supplemental agreements, change orders, and justifications for funds approval, participated in contractor claims; analysis and negotiation. Represented the department with utility companies, property owners and city and county personnel. Reviewed consultant records and procedures for compliance with state and federal regulations. Represented the department with coordination with FHWA and gaining concurrence and approval on both construction and consultant contract modifications. Recommended approval for CPM baseline schedule submittals, analyzing monthly schedule updates, analyzing and recommending possible time compensation for claims based on the CPM schedule. Managed consultant contracts (CCEI) as well as providing interpretation and guidance of contract plans and specifications, performing inspection quality assurance reviews in the field on both inspection performed by the CCEI and material testing and sampling compliance, periodic inspection of placement and maintenance of maintenance of traffic and erosion control devices, providing inspection FDOT experience and guidance to CCEI, and accompanying FHWA area engineer on project inspections. Responsible for the developing of CCEI scopes and processing any required contract modifications. Developed scopes and minimum manpower requirements for consultant contracts and served on selection and technical review committees.

Duties included supervising an inspection staff while managing transportation construction projects in Hillsborough County, Florida. These projects widening and resurfacing type of construction of urban streets and intersections in Tampa, Florida including Fowler Ave, Henderson Ave, MLK, the intersections of Dale Mabry and Columbus, Tampa Bay, and MLK near the Tampa Bay Buccaneers football stadium, Raymond James. Prepared monthly and final pay estimates, negotiated and prepared supplemental agreements, change orders, and time extensions. Interpretation of contractual documents and coordination with governmental agencies and utilities was required. Contract administration was administered in accordance with FDOT's construction project administration manual (CPAM) and in compliance with plans and specs to ensure quality.

Successfully completed the FDOT PE Trainee Program, which consists of an 18-month rotational schedule to train candidates in the day-to-day operations of all of the various groups within the Department of Transportation. Duties ranges from traveling to Tallahassee, Florida to gain an understanding of the relationship between the Central Office of FDOT and the local districts to an internship at the Gainesville Materials Lab to gain knowledge of this functions. I developed interpersonal relationships and a global view of the Department during time spent with each component of FDOT and gained knowledge of which standards and methods were required by FDOT for their standard designs in each different discipline.