USA Tank Storage Solutions, Seneca, MO                     Temporary Assignment October 2010    

Manager of Project Management Group

Developed and implemented project management solutions upgrading business processes, improving project performance information, and enhancing customer service. Maintained successful execution and accomplished delivery at a rate of 40 to 60 concurrent sales projects annually. Company has $50 million in annual sales with average $200,000 project cost. Created positive customer service environment, improved business reputation, and expanded opportunities for repeat sales.

Directed development and implementation of project baselines, critical path schedules, and performance metrics. Authorized contracts, expanded project communications, and improved quality of deliverables. Strengthened logistics management and supply chain performance. Negotiated contracts, organized interfaces, and implemented corrective actions to satisfy commitments. Mentored employees; promoting continuous improvement of business and project management processes.

Wal-Mart Stores, Bentonville, AR                                                                                     2003 2009    

Senior Construction Manager

Drove project performance and successful completion of $1.1+ billion in new store and remodel retail construction projects. Delivered project leadership and teamwork excellence on 9 12 concurrent projects annually with $300+ million annual budget responsibility. Aggressively managed project baselines, costs, communications, and achieved target Internal Rate of Returns.  

Introduced new approaches instituting disciplined tactical project management and establishing project team operating guidelines. Conducted request for proposals, authorized contracts, organized procurements, and instituted practices to improve construction workmanship and final quality. Accomplished systematic risk identification, management, and contingency planning. Recognized for partnering and mentoring leadership with fellow construction managers: improving their knowledge, practical application, and department contributions.

Conducted bi-weekly site visits collaborating with site developers and contractors, reviewing project progress, verifying compliance, cooperating with local authorities, and implementing corrective actions. Orchestrated project communications to effectively involve corporate executives, customers, and other stakeholders; keeping them up to date. Negotiated settlements of baseline changes and authorized approved payments. Tracked, collected, and reported project data using Microsoft Project and Clarity project management software.  

         Named 2007 Department Top Performer for leadership, creativity, and driving organization transformation from reactive to proactive disciplined project management culture.

         Promoted 2006 Senior Construction Manager and in-house champion for construction management excellence and cultivate department leadership of customer service.

w  Orchestrated turn around and achieved recovery of $200M+ late and incomplete projects; closing $1 M+ in open claims, collecting $6M+ in overdue payments, and finalizing project close-out.

w  Led coordination and delivered successful completion of $40M+ in remodel work on open stores without disrupting store operations, endangering shoppers, or delaying project completion.

w  Successfully negotiated completion and final payment on $5M+ in project change requests.

w  Mentored and coached development of Construction Managers on project transition establishing a methodology that became a department requirement on all projects.

Washington Group International/Westinghouse Savannah River Company, Aiken, SC    1989 2003    

Program Lead, Savannah River National Laboratory w 2000 2003

Provided strategic and tactical leadership of program office responsible for 20+ projects per year representing $30M+ annual budget.  Established procedures and spearheaded proposal development on technology research and development. Drove program execution, cost management, and project reporting. Consistently exceeded customer expectations and improved reputation for laboratory. Led negotiations with Department of Energy (DOE) on funding and project prioritization.

Conceived vision and motivated project team excellence in project proposal development and execution. Built constructive working relationships with project stakeholders, facilitated communications, and supported marketing of proven technologies. Prepared promotional documentation and collaborated with outside organizations and DOE, on meetings and communications with regulatory agencies. Managed project performance assessment and reporting utilizing Oracle and Primavera software.

w  Implemented more than 75 remediation technologies supporting millions of dollars savings in national environmental clean-up.

w  Achieved 10% budget reduction ($1M) and maintained program productivity and customer satisfaction by improving productivity, relocating personnel, and reducing costs.

w  Received Laboratory General Manager Award for eliminating $1M recurring budget performance overrun by improving cost controls and accuracy of project reporting. Improved project manager accountability through greater visibility and tighten accountability.

Project Management Consultant, DOE Environmental Remediation Program w 1999 2000

Provided project management consulting and execution guidance supporting $52 million multi-year DOE Subsurface Contaminants Technology Development Program. Collaborated on budget estimates, assessing impacts of proposed budget cuts, establishing new proposals risks, and maintaining program baseline information.

Established estimates, provided risk assessments  and response proposals, and other project management support services as requested. Developed alternative funding project baseline scenarios and formally presented to DOE management. Utilized Primavera for program performance earn value analysis.

w  Recruited additional site resources and built respected customer support team improving quality of deliverables and customer satisfaction with Laboratory.

Manager Project Analysis and Assessment, Engineering & Projects Division w 1992 1999

Conceived concept and implemented department customer relations and quality of service group to augment successful implementation of site Project Management Department. Evaluated site project management performance, interviewed and surveyed stakeholders, optimized procedures, and implemented comprehensive training program. Identified issues, researched corrective actions, and proposed actions for department improvement. Instrumental building working relationships with DOE and other project managers. 

w  Recognized by General Manager and DOE for Westinghouse corporate response and retaining contract project management responsibility. Directed multi-division team assessment of site project management process and completed process gap analysis in response to DOE challenge of Westinghouse project management competence. Results convinced DOE to leave things status quo. 

w  Orchestrated significant improvements in customer satisfaction and project approvals addressing customer concerns, training project management teams on key compliance issues, and developing a common vision and mutual respect between Westinghouse and DOE.

Project Manager, Engineering & Projects Division w 1989 1992

Recruited as member of initial executive team to design and implement site-based Project Management department. Galvanized vision, built consensus, and cultivated organizational acceptance of new processes and discipline. Orchestrated procedure development and implementation, standards of excellence, and provided tailored project management training. Overcame organizational resistance through collaboration with site project managers and DOE, promoting communications, addressing and resolving concerns, and publicize the benefits.

Provided leadership and direction to multiple project teams completing site infrastructure projects ranging from $1M-$10M. Deliverables in many instances were completed in highly radioactive environments demanding strict safety enforcement and careful project planning. Utilized Primavera and Microsoft software to track and report project performance, status, and quality of deliverables.  

w  Championed organizational change and implementation of first on site Project Management Department responsible for $2B+ in projects and 500+ personnel. Played key role in design, implementation, and site transformation during an increase in personnel from 8K to 20K over two years.

Project Management Consultant, E. G. and G. Idaho w 1986 1989

Selected from DOE shortlist to provide construction management guidance and execution oversight on a multi-million dollar nuclear site clean up and remediation. Researched and identified numerous areas of management weakness and inaccurate reporting of project activity and status. Collaborated with on site operating contractor to clarify roles and responsibilities and institute improved processes. 

Promoted to Project Management Consultant responsible for planning and execution of $126 million in capital equipment and facility design and construction. Actively supported contractor reorganization and subsequent revised estimate and baseline for $1B program. Supported DOE with expert testimony in meetings with U. S. Congress and DOE Headquarters to validate new baseline and prevent program cancellation.

Directed offsite Architect Engineer contract redefining their scope of work and deliverables. Prepared field assessments and analysis of contractor performance forecasting delays and performance issues six months prior to missed milestones. Spearheaded quarterly contract performance assessments and DOE fee determination.

Provided leadership and expertise in rebuilding reputation of project design and cost estimates achieving successful validation of capital budgets over the next two years. Actively supported site contractor and Architect Engineer with execution and deliverables. Phase I completed in 2002.

w  Recovered schedule Cement Solidification System construction schedule at request of contractor to meet start up and testing commitments.

w  Successfully saved the $400 million spent to date rebuilding program reputation, gaining acceptance of revised Project Plan and avoiding project cancellation.

Lead Project Engineer, Ralph M. Parsons Company w 1980 1986

Completed mechanical design on Heating, Ventilation, and Air Conditioning (HVAC) and material handling systems. Conducted field quality inspection on completed construction. Projects included Magnetohydrodynamic and nuclear research facilities in Montana and Idaho.

Accomplished primary Architect Engineer activities preparing bid packages, technical specifications, field design corrections, and final design documentation. Provided critical support to customer and construction management during execution and testing. Negotiated claim settlements and prepared estimates on change impacts to cost and schedule.

w  Received Professional Mechanical Engineer License in 1986. 

w  Reduced $20 million in claims 10%. Participated in claims negotiations and provided expert testimony.

Construction Manager, Combustion Engineering, Inc w 1975 1980

Managed fix price incentive construction contracts building utility steam generation facilities throughout the United States. Traveled extensively and handled spontaneous requests to complete emergency industrial repair work. Totally accountable for construction contract, tools, payroll, procurement, and customer relations management.

Organized and planned work, arranged heavy equipment availability, and field designed rigging for major lifts. Worked with various labor unions; defining needs and arranging resources for projects. Contract management responsibility up to $20 million.

w  Promoted in two years to Construction Manager.

w  Received bonus in 1979 for successfully completing contract 5% under target price.

Master of Science in Computer Information Systems w University of Phoenix

Master of Business Administration (MBA) with Minor in International Business w University of South Carolina

Bachelor of Science in Engineering w University of Delaware

Licensed Professional Mechanical Engineer in State of Idaho

Project Management Professional (PMP)

Member Project Management Institute (PMI)

Member International Institute of Business Analysts (IIBA)

Microsoft Project w Primavera w Clarity w Project Management Software w Microsoft Office