William Trudeau Email & Phone Number

United States

Us

Chantilly, Virginia, Us

Road & Highway Construction Manager tasked with the developing a Phase III program services profile for the Chicagoland Area specializing in all sectors of transportation inclusive of Aviation, Road & Highway, Bridge and Tunnel and Rail and Transit markets.

Responsibilities include:Making K-Cup specialty coffee servings such as Barista Italiano & StarBucks Sumatra Bold.Additional duties included but were not limited to the following:Dispensing sweetener portions such as sweet and low, equal and Steivia. In the special case of tea, honey was dispensed.Creamer substitutes such as milk, half & half and sweet cream were also dispensed based upon individual taste. Insertion and extraction of new and previously utilized K-Cups for recycling, purchasing K-Cups for the office personnel and making coffee recommendations based on my coworkers personal preferences.

William was responsible for providing project and construction management services for Hamad International Airport, Passenger Terminal Complex & Concourse D & E Winglets project. His scope of duties include managing the project inspection staff, running weekly progress meetings, assisting with the development of a program “Master Schedule,” coordinating with a myriad of connecting interfacing projects whose scope ranges from the installation of executive lounges to providing access and collaboration with the airport’s automated people mover, developing a collaborative approach with the client and various stakeholders to provide for a realistic timeframe for the completion of the North Node Passenger Terminal Complex and the connected Concourse D & E winglets. The scope consists of construction of the North Node and Concourse D & E winglets. Project components consist of the North Node portion (6 levels), Concourse D (3 levels), and Concourse E (3 Levels). The varying items included in each component are as follows: installation of 8 fixed jet bridges and all associated infrastructure, installation of approximate 30 passenger gates on the ground floor, installation of all associated utilities (i.e., mechanical, electrical, sanitary, fire life safety systems, potable water, bathroom, kitchens, and back-of-house service rooms), installation of screening and security equipment, incorporation of the airport’s automated-people-mover cable car systems, installation of a architectural glass panel ceiling system, installation of the specialized veneered ceiling systems, installation of all passenger information signage, and construction of a 100-room hotel facility located in the main North Node facility.Approximate value managed $1 Billion.

Us

As the OMP’s North Airfield construction site manager, William was responsible for the pre-construction scope, which included developing, performing, and collaborating efforts for program policies and procedures; aiding in design phase services, assisting with bid reviews, performing design reviews and incorporating the “Sustainable Airports Manual” (SAM); assisting with community labor relations and Minority and Disadvantaged Business outreach programs; and assisting with the construction claims prevention process. His duties involving the construction phase included performing contract administration, providing insight into construction coordination, creating and maintaining a quality assurance program, providing field coordination and inspections, preparing and maintaining construction progress documentation, and maintaining the record shop drawings and associated information. The close-out support entailed collecting closure documents, processing final inspection and acceptance certifications, and creating final payment releases and recommending the final closure. William was also responsible for managing project teams and their respective staff, which consisted of resident engineers, office engineers, and field inspection and administrative personnel.As the North Airfield site manager, William was tasked with managing staffing, as well as the associated project budget and schedule. This assignment included six projects totaling $200 million. He attended various meetings with clients and other stakeholders to discuss project change orders, project budgetary concerns, and the North Airfield overall development and logistical planning. William routinely provided the airline with progress updates, developed negotiation strategies for conflict resolution issues, and generally reported real-time metrics to the City of Chicago.Approximate value managed $1 Billion.

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As the quality assurance director, William’s responsibilities include managing the quality assurance consultant for the OMP and managing the contractor quality control programs. He developed a Quality Assurance Department that was charged with reviewing plans and specifications; managing resource personnel for quality assurance work, including approximately 25 quality assurance technicians; managing the construction schedule as it pertained to correcting non-conformance work; continually working with the contractor’s quality control programs to monitor the staff progress and verify their program was conducted a manner that ensured proper quality control aspects were in accordance with the Project Documents; managing the budget for the independent quality assurance consultant; and developing a dispute resolution committee to ensure the client received the highest level of quality services. William was also tasked with developing an AMRL and CCRL certified Quality Assurance Laboratory to perform quality assurance testing, in accordance with the technical specifications for approximately 60 projects varying in construction values from $150 million to $1 million. The laboratory served as the acceptance organization for various types of quality assurance work inclusive of all concrete, asphalt and soils requirements. He performed a drawing and specification review with the master civil engineer, the program manager, and the City of Chicago to improve specifications and create a more competitive bidding process. William also developed and conducted training sessions for the OMP resident engineer and inspector’s staff to further the team’s aspect of “quality” work by creating a “quality culture.” He developed a management system for resource loading projects with the appropriate quality assurance personnel to ensure the client received the highest level of quality services. The approximate construction value for Phase 1 was $6.6 billion.

Architecture

Bachelor Of Architecture (B.Arch.), Architecture

Bachelor Of Architecture (B.Arch.), Architectural Engineering

Architectural Engineering

General Studies

Civil Engineering