EDUCATION_______

Yale School of Management  MBA  Finance                                                                1989

Columbia University  MS  Engineering Mechanics;  Awarded full fellowship                            1982

Manhattan College  BS  Civil Engineering;  Ranked first in class                                              1981

PROFILE_________

Accomplished Project Controls and Finance Executive with 20 years experience controlling major infrastructure programs and leading organizations at firms $50M to $30B in size.

q       Expert at taking engineering, construction and project driven firms to world-class management stature

q       As Chief of Project Controls, successfully reengineered global project controls for a $10B EPC division

q       As Project Controls Manager, developed cost, schedule and scope control processes, and managed all business operations for a range of multibillion dollar capital programs

q       As CFO and COO of a major Construction firm, put in place all management infrastructure and increased profitability 25%

q       Project experience in Power, Transit, Airport, Bridge, Rail, Aerospace, Defense, Government, Commercial, Education, Science, Technology and Real Estate; adept in:

EXPERIENCE _

Chief of Project Controls                                                                                                          2009 - present

Alstom Ltd                                                                                                                               Baden, Switzerland

Successfully engineered a turnaround of the Project Controls function for a $10B Power Plant division of an international EPC firm.

q       Streamlined business practices by applying practical, standardized, integrated Project Control processes to profitably plan and execute projects

q       Improved project margins 25% through sound cost and schedule control policies, procedures, systems, management tools, analytics, reports, key hires and training

q       Built consensus with all corporate functions to integrate Project Controls across the enterprise culture, and run each project like a business

q       Led all P&L, budgeting, scheduling, estimating, earned value, contract management and reporting for a $10B project portfolio through bid, planning, execution and closeout

q       Substantially improved accuracy of project cost, revenue, cash flow, schedule and resource forecasts

q       Advised Senior Leadership, Project Teams and Sales on all project strategic and commercial matters

Senior Manager Project Controls, Finance & Administration                                                     2008 - 2009

Meadowlands Management, LLC                                                                   East Rutherford, NJ

Engaged to reestablish Investor / Lender confidence in development of the nations largest retail, sports and entertainment complex valued at $2.5B.

q       Instituted a disciplined business process to ensure accurate, timely and proactive financial, cost, schedule and scope management

q       Led all project controls, accounting, contract management, business administration and reporting

q       Liaisoned between the developer, investors, project team and contractors to establish reliable budgets, forecasts, schedules, cash flows, funding plans, profitability analysis and performance reports

q       Developed tenant proformas for lease negotiations and saved 10% to 20% on all contract negotiations

Vice President - Project Controls                                                                                                  2005 2008

Goldman, Sachs & Co.                                                                                                     Jersey City, NJ

Recruited to develop an in-house Project Controls group to manage all capital projects worldwide, comprising $500M in Office Building and Data Center infrastructure.

q      Established and directed all global policy for project planning and analysis, cost and schedule control, estimating, forecasting, cash flow, change order management and reporting

q      Saved over $20M annually through rigorous application of Earned Value analysis, CPM scheduling, Risk analysis, contract management and benchmarking

q      Chaired global project review meetings and instituted executive level reporting

CFO & COO                                                                                                                                2002 - 2005

B.W. Dexter II, Inc.                                                                            Danielson, CT

Senior Officer of a $50M construction firm, reporting directly to the President / Founder, responsible for all business administration and the portfolio of Government, Education and Commercial construction projects.

q       Accountable for corporate profitability and all financial, business and project operations; held ultimate authority to negotiate and resolve all stakeholder and contractual matters

q       Increased profitability 25% by instituting a standardized Project Control system to provide accurate and timely revenue, cost, schedule and manpower statistics, to anticipate and correct critical issues

q       Developed a corporate budgeting and forecasting model to accurately project revenues and profits, control costs, manage cash flow and improve management decision making

q       Increased accountability and control of projects, while reducing overhead 14%, by integrating Project Controls with all business functions

q       Cultivated strong relationships with Clients, Banks, Bonding, Insurance, CPA and Law firms

Director - Project Controls                                                                                                              1998 - 2002

J.A. Jones / Lockwood Greene                                                                             Somerset, NJ

Leader of a $1B Engineering & Construction firm charged to deliver all Project Controls for $500M in Pharmaceutical Process Plant and Laboratory programs.

q       Developed accurate, timely, standardized project reporting and improved accountability and control

q       Reduced project risk, overruns and delays through cost and schedule control, EV and CPM analysis, oversight and reporting on CM, A/E, S/C, and Owner performance

Division Manager Program Management & Project Controls                                                   1992 - 1998

Louis Berger Group                                                                           Morristown, NJ

Core member of a top-tier Engineering firm, responsible for profitable delivery of Program Management and Project Control services for $2B in Light Rail, Airport, Roadway and Long-span Bridge infrastructure.

q       Launched a new consulting division in Program Management & Project Controls, from strategic plan to business and client development, staffing and operation

q       Instituted Project Control systems for clients requiring strong business processes and project discipline

Prior Experience                                                                                                                        1982 - 1992

Progressed from Engineer to Project Manager to Strategic Planner in project driven firms.

AFFILIATIONS____