Director of Operations Atlantic Region USA/EMAC Resume Example

President of business operations, land development and construction consulting firm. Providing clients complete owner representation in major construction, design and land development projects. Additionally offering operations guidance to firms; anything from better employee retention programs to full blownproject management solutions.

• Guided several companies in restructuring their operations to be lean, tactilely adaptable and profitable
• Advised on emerging technology recognition and implementation, including design assistance in proprietary systems.
• Owner's representation leading civil and structural engineering and design teams.
• Identification of key performance indicators, allowing faster design adjustments and approval process timelines.
• Value engineering services typically saving clients on average 5-10% below budgets provided by others.
• Marketing and sales consultation for major construction and land development projects.
• Successful negotiation with local state and federal agencies for final plan approvals.
• Budget preparation and management for projects ranging from $20,000.00 to over $100,000,000.00 Project management, closeout and audit services.
• Well versed in the development of a contract specific to project scope and requirements.

Leader of all construction operations with annual sales revenue exceeding $80 Million; including sales, estimating, accounting and project management, as well as, company owned property management and operations, including but not limited too, two stone quarries and eight asphalt plants.

• Reformatted contracting division to run lean and aggressive, through employee restructure, team building, and more streamlined operational tactics.
• Created team based atmosphere by developing accountability and rewards systems encouraging individuals to contribute to the team and overall success of the projects that they were part of.
• Created operational changes, including implementation of new cost reporting system, which encompassed real time material, labor and equipment tracking, thus allowing better utilization of resources while eliminating overhead.
• Tightened project bid win loss ratio by creating a peer based estimate review group; result was more bids won at better profit and control.
• Developed and implemented standardized operational policies, including scheduling, logistic command structure, implemented new standard subcontracts, chaired review committee for all contracts both prime and sub level.
• Took over fleet and equipment management, bettered system by reducing old inventory along with aggressive new equipment lease negotiation and outsourcing a large portion of fleet maintenance; result was a newer fleet of equipment, reduction of downtime was confirmed to be over 40% which resulted in numerous savings both in operational overhead and in time.

Lead international Design/Build manufacturing and general construction firm. Specializing in modular construction of hotels, dormitories, military housing, multi-story residential units and large tract single family residential; annual revenue of $75 million.

• Successfully Integrated both manufacturing and field project management into one unit. eliminating job duplication and streamlining project time lines, costs and controls.
• Developed multi-office sales, management and business strategies.
• Successfully oversaw the management of over 1200 employees in 7 states and 4 countries.
• Implemented new company policies and operating procedures. allowing both manufacturing and construction components to effectively execute projects across the globe.
• Senior member of technology review and implementation committee.
• Mentored team of managers in identifying and implementing integrated project management software Developed standard corporate sub-contract documents, with complete control of all negotiations and administration.
• Redeveloped 5-year business plan to better reflect strategic goals and market conditions.
• Eliminated debt and losses through aggressive changes, both operationally and through targeted staffing changes.
• Lead company back into international market, working with sales and marketing staff to facilitate revitalized presence in focused areas of the Caribbean, with secondary markets in the Middle East, Africa, Russian and China.