Global Business Operations: Design, Configure and Implementation and Management of fully integrated Oracle “Big Machines” CPQ with Visual User Sketch interface, Automated BOM, Submittals and Fabricated Drawings, with CSI 10 ERP, Creo CAD and ProCore Construction Management. Construction Services: GC Turnkey, Project Management, On-site Superintendents and Service / Warranty.

• Initial four-month engagement: Expanded to three years as an embedded high-impact resource, trusted subject matter expert, coach, program designer and trainer• Software consultant for cloud-based SaaS solutions: Requirements gathering, stakeholder alignment, researching and shortlisting vendors, demos and trials, scoping and RFP’s, selection, negotiating, purchasing, implementation planning / execution, stakeholder management, design, testing, training, reporting, continuous improvement• Program Manager: Stakeholder buy-in, funding approval and selection / implementation of an enterprise-wide crowdsource ideation platform for 3,000+ employees to establish a culture of diversity, free flow of ideas, inclusion and engagement. Project managed three company-wide challenges• Emphasized individual, functional and team performance: Established project execution and team skills development program to inspire and foster an environment and culture of trust, communication and transparency• Training: Bottleneck management, functional collaboration, WIP control, priority management, delivery promising to establish measurable results and deliver value• Execution and Controls: Dashboard and visual management systems for transparent project tracking, priority / WIP control, team collaboration through weekly standup and daily scrums• Business systems: Process mapping, procedural standards content and documentation, template design, measurement systems / KPI’s to achieve consistent measurable results throughout the project life cycle• New Processes: charters, risk management, stakeholder analysis, scheduling (waterfall, agile), budgets, RFI’s, project issues and change orders, BOM, vendor contracts, subcontractor payments, legal coordination, RACI matrix, technical reviews• Assumed chief of staff function: Facilitating communications, advising on blind spots, coaching senior management and executive team on strategic alignment, balanced scorecard and cascading goals

Business systems and process improvement consultant to work with Agrium, a manufacturer of fertilizer products and services with $16B in annual revenue. Project Portfolio: 45 projects, Canada and U.S.• Reporting to CEO, Finance and Executive Team: Coached and mentored PM candidates on technical and non-technical process design and process improvement projects, drove sustainable savings and profitability• Portfolios: Covered a variety of functional areas, including IT, manufacturing operations, sales, procurement, supply chain, finance, mining, utilities, logistics, quality assurance, marketing, safety, HR, distribution and reliability• Design: DMAIC road-map for process improvement projects and Agile SDLC for software projects with a heavy focus on data management, collection, quality and analysis for results oriented, data driven decisions• Systems / Controls: Designed / implemented dashboard project management tools for tracking / reporting • Performance: Optimized business systems which advanced the company to best-in-class levels of revenue growth, cost reductions, new product development and process improvement resulting in $87M in quantifiable savings and revenue

Bosque Systems, LLC provides targeted production-based disposal wells and gathering system solutions for the top oil and natural gas well operators, who have expressed a critical need for additional saltwater disposal well capacity.• My responsibilities included land acquisition, pipelines, drilling, water transfer, storage, injection and recycling.• Initial focus on processes, standards, team-building, professional development: P&L responsibility, management of complex projects and reporting and presenting to executive team• Selected and implemented cloud-based PPM project management software: Worked with software developers on custom design, reporting and automation requirements• Built a high-functioning PMO: Nine PM’s responsible for the project lifecycle including, project issues, performance / program delivery and vendor management, resulting in measurable improvements and portfolio growth from $2M to $35M

While overseeing the Project Manager Team, Mike excelled in situations where he could unify others, lead teams, and mentor subordinates. Focused on managing and executing technical and non-technical projects with respect to costs, time and quality, his people performed as a central hub and collaborated and coordinated with adjacent departments. He stepped up in situations that called for critical thinking and was instrumental in the swift resolution of complex legal claims and disputes. Created an environment of accountability, open communication and learning, providing guidance and support while simultaneously challenging his people to achieve on a high level. Consistently earned the respect of colleagues and clients for his honesty, authenticity and versatility. Specific duties included contract approval, project scheduling, increasing profitability, quality maintenance, subcontractor management and customer service. Charged with the review and approval of proposals, contracts, modifications and change orders. Actively involved in spearheading corporate initiatives, including quality improvement, business development, financial planning and employee relations and served as a corporate representative and liaison in offsite meetings.• Full P&L, Reporting to CEO: Responsible for key acquisitions and growing the business from $1M to $50M annually; remained on in a consulting capacity when NUCOR closed the business in 2012• Collaborated with all departments on ERP/CRM development: Three-year project with oversight for all design, iteration planning, data management, demo testing, training, enhancement requests, bug tracking, rollout and quality assurance for all modules and enhancements• Go-to Program Manager: Established new departments and drove turned-around for existing departments in various positions - Estimating Manager, Customer / Field Service Manager, Sales Manager, Engineering & Design Manager, R&D Manager and Director Project Management

● IRAQ, 489th ENGINEER BATTALLIONIn this assignment, Mike serves as operations officer for a Corps (Mechanized) Engineer Battalion deployed to Iraq for Operation Iraqi Freedom. His primary responsibilities included the coordination and supervision of all combat engineering support operations and unexploded ordinance clearing operations, physical security of the battalion area, internal and external tasking, ongoing tracking of operations, compilation of historical data, and the planning and resourcing of training. ● IRAQ, 82nd AIRBORNEIn this capacity, Mike was primarily responsible for the planning, design, development, management and quality assurance/quality control of 25 base camp construction projects. These included civilian subcontracts that were critical to mission success, physical security, and standard of living on a forward operating base supporting more than 3,500 soldiers, airmen and Marines. During redeployment operations, Mike’s responsibilities included the supervision of tracking personnel and equipment from port-to-port from embarkation to debarkation.● TEXAS ASSIGNMENTSWhile stationed in Texas, Mike served in the following roles:Battalion Construction OfficerCompany Executive OfficerVertical Construction Platoon LeaderHorizontal Platoon LeaderArmor Officer / Platoon LeaderCivil Affairs Construction Liaison● MILITARY TRAINING SCHOOLS ATTENDEDDuring his military tenure, Mike was enrolled in the following training schools: Naval Aircrew Candidate SchoolS.E.R.E. SchoolU.S. Army Engineer Officer SchoolU.S. Army Tank Commander SchoolArmor, U.S. Army Officer Candidate School

Key Construction is an ENR Top 200 General Contractor specializing in fast-track, design build and Green projects. Key has a strong return-customer base and focuses on negotiated contracts vs. low margin, open-bid work. Prior to assuming his role as Project Manager, Mike was required to serve as a Field Engineer or Superintendent. Upon his advancement, he managed multiple projects of varying types and uses from award to completion with an emphasis on safety, schedule, budget, profit, quality, and customer service. During his tenure, his responsibilities encompassed customer contracting, subcontract buyout and purchase orders, RFI’s, value engineering, change orders, pay applications, subcontractor performance, budget, warranties, claims and dispute resolution, and closeout items. Additionally, Mike managed projects in the restaurant, hospitality, call center, commercial retail, education (schools), and multifamily industries.