Deputy Director Resume Example

DEPUTY DIRECTOR

Executive Profile

Senior Director of facilities management, operations, planning, design and construction providing opportunities to leverage my superior leadership, expertise, and vision to deliver world-class results for a major academic institution. Professional engineer with over 20 years of demonstrated executive, management level, and hands-on experience leading engineering and facilities life cycle management organizations at all levels. Proven success in directing strategic planning, facility design and construction, facility and campus master planning, major capital improvement programs, environmental remediation, public-private ventures, utility operations and services, and facilities operations and maintenance. An effective communicator and expert fiscal manager. Areas of expertise: Facilities Management Planning and Design Construction Management Program Management Leadership and Team Building Facilities Operations

Professional Experience

Deputy DirectorJan 2013 to Current
Washington, DC

Directed the integrated delivery of an annual $390M/year in construction and $40M in facilities support contracts.
Delivered $250M/year in facilities engineering, maintenance, repair, utilities, and environmental services.
Implemented robust tracking procedures to ensure 100% obligation and execution of annual program funds.
Conducted higher headquarters independent review and assessment of Navy installations program and budget submissions.
Directed additional analysis and developed mitigation strategies to limit cost growth in various programs while achieving the greatest return on investment.
To better understand and manage mission risk, I utilized Facilities Condition Index (FCI) data and directed funding to properly maintain those individual components of buildings that are most critical to ensuring mission continuity.
Directed changes to the Utilities Major Maintenance and Repair Program (MMRP) including initiating stakeholder involvement in the prioritization process to compete for the reduced centralized funding available for recapitalization.
Developed the Navy's Mission Assurance structure that identifies effective and efficient mitigation response plans across for the Navy's critical infrastructure, ensuring continued function and resilience of capabilities and assets critical to the execution of Navy and DoD missions, in an all threats and hazards environment.
This structure, enables decision-makers at all levels to prioritize resources more effectively in an effort to manage risk across the Navy.
Construction Management Led a 40-person field office responsible for the award and administration of 240 construction and facility support contracts worth $332M with an annual work in place of $72M.
Proactive leadership and partnering with customer and contractor throughout all phases of design and construction yielded quality construction delivered on time and within budget.
Conducted nine site visits to independently assess major construction programs at overseas installations.
Reviewed both planned and underway projects to assess cost and schedule performance, value engineering alternatives and tradeoffs, and programmatic risk.
Independent assessments of the construction programs at three Naval installations.
Reviewed both planned and underway projects to ensure proper scope, cost, and schedule.
Discussed and approved value engineering proposals and major modifications that impacted project cost and schedule.
Developed and promulgated local policy on cost and schedule control.
Personally engaged in contractor partnering and project management efforts on the oversight and execution of all military construction projects in Hawaii.
Intrusive schedule and risk management enabled timely delivery of numerous high visible complex construction projects such as the $330M Hawaii Regional Security Operations Center, the $121M NOAA Pacific Regional Center, $99M Joint POW/MIA Accounting Center, $90M Bachelor Enlisted Quarters, and $68M Aegis Ashore Ballistic Missile Defense Test Center.
Instituted monthly execution update meeting to monitoring both pre- and post-award metrics with focus on construction project meeting key milestones dates pre award to include source selection technical/price boards and post-award contracts maintaining cost and schedue performance to established standards.
Served as the technical authority for engineering and architectural design and construction principles and practices in the execution of region design and construction contracts Ensured all construction managers were trained in critical path method scheduling fundamentals and other project management principles.
Through intrusive leadership, inculcated an environment that delivered quality construction on time and within budget.
Routinely performed field site visits and exercised risk management to control and limit cost and schedule growth.
Successfully utilized project management tools, techniques, and metrics to meet mission and keep higher headquarter and clients appraised of construction progress.
Laser focused on the timely delivery of high quality construction projects within budget.
Aggressively partnered with contractors to establish expectations, monitor cost and schedule performance, and quickly resolve contract modifications and issues to minimize cost and schedule growth.
Addressed Value Engineering Change Proposals to determine best value for the government.
Also reduced invoice interest payments from $10K to $350 per month.
Expert project management enabled the delivery of a critical 90,000 SF, $13 million admin facility to the State Department three weeks early.
Focused contractor efforts to ensure the timely delivery three critical C-17 bed down facilities valued at more that $33 million for Charleston Air Force Base.
Leadership and Team Building A people-focused, results-oriented leader who successfully led diverse organizations ranging from 5 to 1400 employees.
Earned the trust and loyalty of both his workforce and local leaders as chief executive through a merger resulting in a 30% growth in personnel, seamlessly integrated the other organization's culture and processes, resolved technical and financial issues, and exceeded execution targets despite constrained fiscal challenges.
Drafted an updated CNO Shore Investment Strategy to reflect current fiscal realities, clarifying emerging challenges and aligning the Shore Enterprise with priorities established in CNO Sailing Directions and other Strategic Guidance.
Planning and Design Established a Military Construction Program Review forum for the Department of Navy major stakeholders to make decisions regarding the many challenging issues that routinely garner Congressional interest.
Specific actions since inception include: In depth review of over ten military construction projects prior to submission for Congressional reprogramming.
Analyzed major project cost drivers, construction complexity, bidding environment, and schedule requirements.
Provided an analysis of alternatives and value engineering proposals for senior Navy leadership consideration.
Successfully guided these projects through Navy, Defense, and Congressional channels to achieve timely reprogramming.
Developed and issued Navy policy to manage and control cost and schedule growth associated with post award contract modifications.
Conducted an in depth review of project planning and development costs to ensure proper programming rates in the development of the Navy budget.
Led the Strategic Laydown and Dispersal assessment and integration effort to fully identify all resourcing requirements and shortfalls enabling force employment decisions.
Identified resourcing shortfalls and shaped recommendations to enable Navy's strategic laydown 2015 and 2016 movement of forces and assets.
Conducted six installation field site visits to conduct independent assessments on major infrastructure project programs supporting the relocation of carrier air wing from Atsugi to Iwakuni, the establishment of Joint Strike Fighter squadrons in Iwakuni, additional forward deployed ships in Yokosuka, and attack submarines in Guam.
Assessed several construction projects on cost and schedule performance.
Analyzed construction contract modification proposal alternatives to understand risk and avoid extensive cost and schedule impacts due to project reprogramming requests.
Proactively engaged to resolve construction issues for several large construction projects on Iwakuni to maintain delivery schedule for the infrastructure supporting the basing of Joint Strike Fighter squadrons.
Also personnally engaged to secure funding and deliver on time a critical maintenance facility to support the Littoral Combat Ship's first deployment to Singapore.
As a member of the Shore Mission Integration Working Group, championed changes to the prioritization process through the establishment of evaluation weighting criteria for mission criticality and the development of additional assessments to understand criticality and timing of project execution to better inform decision makers in their efforts to minimize risk to mission.
Reviewed and assessed over 900 projects for program and budget submission.
Queried project proponents on their analysis of alternatives and value engineering considerations, scored projects on several factors and considered numerous tradeoffs in delivering a prioritized list of recapitalization projects that maximized the return of Navy's limited available funding available.
Developed the talking points and articulated the value proposal to support additional investments.
Program Management Developed investment strategy and policy, budget formulation and execution monitoring for 16 major programs delivering over 200 hundred base operations and maintenance products and services totaling over $9 billion annually across five different defense appropriations supporting over 75,000 facilities valued over $220 billion across 70 Navy installations.
Planned, programmed and budgeted for $10B worth of facilities and infrastructure investments for two U.S.
Navy bases.
Developed, monitored and briefed Flag Officers at regional level and headquarters annually on variety of major programs to gain Navy approval, to include: 250M Navy Working Capital Fund operating budget to provide facilities operations, facilities maintenance, utilities, transportation and environmental services across the Region.
OM&N Program.
Led development and briefed three annual program and budget requests for sustainment, restoration, modernization and disposal of real property.
MILCON Program.
Led development and briefed annual and 5 year Military Construction program that included all capital investment projects exceeding $750K in new construction.
I directed the integrated delivery of an annual $390M/year in construction project management and $40M in facilities support contracts and delivered $250M/year in facilities engineering, maintenance, repair, utilities, and environmental services via in-house workforce.
Implemented robust POA&M tracking procedures to ensure 100% obligation and execution of annual programs.
Specific actions include: Launched the Navy's the Infrastructure Condition Assessment Program to improve real property database information across all field organizations.
Awarded contract for professional services to assist the field with implementation.
Developed metrics to report progress and validate adherence to facilities data policies.
Led the development and execution of the Region's innovative alternative energy program initiatives.
Leveraged key partnerships and third party financing to develop an 11MW photovoltaic power purchase agreement; two Enhanced Use Lease initiatives for biofuel-capable power plants; and a landfill gas power purchase agreement.
Also championed water conservation projects that saved 160 million gallons of potable water annually.
These efforts contributed to the Region earning six SECNAV Energy Awards in 2010, and 2011.
Significant focus and continuous improvements in the command's safety program for both in-house and contractor safety.
Implemented programs which integrated lessons learned into daily routines, increased ORM training, and initiated ergonomic training.
Challenged all levels of the chain of command to embrace a culture of safety and to imbed safety into their daily routine, resulting in a significant reduction in safety mishaps and dramatically exceeded safety goals.
Leads a staff of 30 military and civilian employees.
Develops investment strategy and policy as well as program management, budget formulation and execution monitoring for 16 major programs delivering over 200 base operations and maintenance products and services totaling over $9 billion annually across five different defense appropriations supporting over 75,000 facilities valued over $180 billion across 70 Navy installations.
Managed all aspects of Navy program development for all installations and force protection support including Military Construction; Facility Sustainment, Restoration, and Modernization; Family Housing; Base Operations Support and Quality of Life Programs; Base Realignment and Closure; Environmental Compliance and Restoration; and Navy Anti-Terrorism and Force Protection.

Deputy Fleet Engineer Commanding OfficerJan 2012 to Jan 2013
U.S. Pacific Fleet － Pearl Harbor, HI

Directed the daily work of the Fleet Civil Engineer staff of 35 military and civilian personnel in managing Fleet environmental, safety and occupational health programs, theater infrastructure assessments and strategic studies ensuring adequate support of Navy infrastructure requirements .
Naval Facilities Engineering Command Hawaii.

Jan 2010 to Jan 2012

Chief executive and senior acquisition officer of a facilities engineering design, construction, and project management organization comprised of 1,600 civilian and military personnel.
Delivered $650M/year of facilities engineering, maintenance and services on 2 Navy bases and 1 USMC base in Hawaii.
Developed policies, operating budgets, long-term maintenance plans, installation master plans and capital improvement plans for infrastructure worth $15B.
Earlier work experience, various locations.

Jan 1986 to Jan 2010

Gained significant facilities management and construction experience through a variety of jobs of increased responsibility and specific training.
Put into practice my knowledge of engineering and architectural principles and practices.
Also gained experience in reviewing and analyzing construction and modification project proposals for facilities as well as the basic training and understanding of risk management, cost and schedule control, and alternatives analysis.
Assignments include: Qualifications Professional Engineer, State of Georgia Advanced Management Program, The Fuqua School of Business, Duke University 2008 Security Clearance Department of Defense Top Secret/Sensitive Compartmented Information (TS/SCI) Type text][Type text][Type text].

Education

Master of Science, Civil Engineering1994University of Florida － Gainesville, FLCivil Engineering

Bachelor of Science, General Engineering1986University of Illinois － Champaign, ILGeneral Engineering

Skills

Accounting, Air Force, architectural design, basic, budgets, budget, C, Civil Engineer, Construction Management, contracts, clients, database, delivery, design and construction, drivers, engineering design, Environmental Compliance, facilities management, facilities maintenance, financing, financial, focus, funds, government, Investment Strategy, investments, Laser, Team Building, Leadership, managing, office, Navy, Naval, Enterprise, new construction, occupational health, personnel, policies, processes, Professional Engineer, program development, Program Management, programming, progress, project planning and development, project management, Proposals, proposal, Quality, risk management, safety, scheduling, Security Clearance, Strategic, transportation, Type, Utilities

Resume Overview

Companies Worked For:

U.S. Pacific Fleet

School Attended

University of Florida
University of Illinois

Job Titles Held:

Deputy Director
Deputy Fleet Engineer Commanding Officer

Degrees

Master of Science , Civil Engineering 1994
Bachelor of Science , General Engineering 1986

Resume Score: 90%

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