Name : Chris Waldeck
Industry Type : Home Builders
City & State : Cleveland, OH
Job Title Consultant
Relocation Preferences : Open to anywhere
Objective : Secure a position where I can have a long career.
Resume :  
EXPERIENCE

McBride & Son Homes
Manager, Purchasing & Estimating, Louisville, KY (2006-2009)
Assistant Project Manager, St Louis, MO (2000-2001)
Asked to rejoin the company by the President, charged with improving divisions budget accuracy, consistency of financial statements and implementing effective cost controls
Created and revised pro forma spreadsheets on projects based on historical cost
Reviewed divisional financial statements and tracked performance across multiple projects
Worked with corporate controller to identify differences between business unit reports and realigned accounts to ensure consistent, accurate reporting across divisions
Renegotiated contracts to lock variable labor costs and cut overall direct cost by over 10%
Redesigned ERP system and budget structure, improved purchase order use by over 200%
Successfully lead a 5 member team in meeting ERP system implementation deadline
Audited final cost on closed units and reclaimed any accrued balances remaining
Reviewed all accounts payable procedures and processed all payables for the division
Responsible for development punch-out and all vertical construction scheduling
Oversaw all aspects of a housing development, including sales management, sales contracts, vendor negotiations, productions scheduling, and customer service

KB Home, Inc.
Manager, Internal Operations, Tampa, FL (2006)
Manager, Internal Audit (Corporate) (2005-2006)
Recruited by the Director of Internal Audit to join the corporate audit team as an industry expert and then asked to join the Tampa Divisions team in support of operations
Worked with corporate architecture, division management and land acquisitions team to develop Martha Stewart branded product line consistent with project pro forma
Oversaw Team of 7 associates responsible for corporate architecture, field production support, permitting, scheduling and vendor packets
Successfully obtained over 300 permits in 6 weeks, critical to business plan
Responsible for field construction issues and coordinated resolution with municipalities
Audited all U.S. divisions, including reviews of project budgets; real estate acquisitions; purchasing; warranty; SOX procedures; corporate compliance; and business plans
Tracked key financial and operational benchmarks across divisions and made recommendations and shared best practices as areas of improvement were identified
Wrote, presented and issued reports on audit findings to KB Home Board of Directors, CEO, CFO, Regional VPs, Division Presidents, VPs of Finance and Department heads

Jim Walter Homebuilding Group
Director, Architecture (2005)
Director, Systems Implementation (2004-2005)
Asked by CFO to join management team charged with turnaround of U.S. niche builder
Oversaw product development for multiple market strategies
Worked with DPs to identify land/product mix combinations for their regions
Development SAP system approvals for SOX compliance at the production unit level
Assisted with SAP production scheduling module and lead field personnel training
Reported key benchmark performance across business units to CEO, CFO and VPs

StählBeton Homes, L.P.
Director, Operations (2003-2004)
Invited to join the management team for a startup builder attempting to used insulated steel panels in the Houston, TX production housing market
Reviewed potential land deals and proposed product mixed based on density approvals
Tracked key commodity prices and negotiated pricing and timely delivery of materials
Lead development of procedures and ERP system in conjunction with management

TR Hughes, Inc.
Manager, Purchasing, Estimating & Architecture (2001-2003)
Responsible for tracking cost of goods, product specifications and unit gross profits
Implemented market based pricing strategy resulting in a Gross Profit increase of 19%
Analyze sales contracts and recommended final price resulting in a 16% increase in average unit sales price over the previous year
Oversaw Design Center and charged with options pricing (30% increase in upgrades)

Neumann Homes, Inc.
Manager, Corporate Facilities (2000)
Assistant Project Manager (1999-2000)
Project Manager, Special Projects (1998-1999)
Part of Project team charged with model home court construction and community opening
Oversaw the vertical construction of 125+ zero-defect housing units in 9 months
Charged with developing proprietary software bridging operational and financial systems
Lead 5 member architecture team in development of new 4 products, resulting in increased sales of underperforming sections of two critical master planned communities
Completed finish punch-out of corporate office and developed facilities procedure manual

Wayne Homes, Inc.
Designer, New Product Development (1995-1996)
Designer, Regional (1993-1995)
Designed schematics for new products and developed complete construction documents
Setup estimates and preformed material take offs for purchase order system
Created site specific construction documents based on sales contract and change requests


EDUCATION

Master of Business Administration, Finance
Case Western Reserve University
Elected Executive Vice President, Graduate Business Student Association
Kauffman Foundation ScholarAwarded scholarship and internship

Bachelor of Architecture
Bachelor of Science
Kent State University





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