As the head of NTI’s newly formed electrical division, I was responsible for hiring and develop- ing a crew of skilled, experienced, talented union electricians that were capable of working in, and adapting to, the fast paced world of data centers to allow NTI to offer turnkey solutions/in- stallations (electrical and technology scopes) to their world class clients like Amazon, Google, Digital Reality, Zayo, Coresite, Equinix and others. My other responsibilities include (1) pro- curement of tools and software to help support this new electrical division; (2) all estimating and preparation of proposals; and (3) project management once a project was secured.Providing World Class Electrical installations for National Technologies Fiber, Data Center and DAS clients both here in the Chicagoland markets as well as (5) other locations (DC, Atlanta, Dallas, Denver and Pacific NW) supporting work across the US and now globally.

Joined Rex Electric as a senior project manager. Soon after joining and demonstrating my abilities, Rex asked me to head up their “new construction” division. I hired experiencedand qualified individuals who had proven success in the “cradle to grave” approach to help estimate, negotiate, land and manage new multi-million dollar projects. I also added smart, eager, younger, less experienced team members with CAD/BIM software experi- ence with the long range goal to groom, teach and promote these team members to ex- perienced PMs. Between 2012-2016, my team successfully secured and managed over $20M worth of sales annually. In July of 2016, I was promoted to VP of Sales and spear- headed Rex’s most successful year of sales increasing from $95M to over $125M of growth under my direction

Daily responsibilities as a senior PM included estimating and project management of key projects for the company, shepherding jobs from cradle to grave, and producing double digit margin even during the down economy of 2008-2009. Also had responsibility for assisting and overseeing younger PMs to provide them with all the tools necessary to run an efficient and profitable project. My “hands on” management style included my involve- ment in all buy outs, running our labor force out in the field as efficiently as possible & writ- ing on average 15% of the contract value in change orders. Finally, help to build this then young company from less than $20M when I came on board to over $65M in 2011 by fos- tering and maintaining long term relationships with GC’s like McHugh, Power, Pepper, Leopardo, & Bear just to name a few. Met or exceed my annual budget of $8M every year.