Name : Doug Pellock
Industry Type : Real Estate Developers- Managers
City & State : Lubbock, TX
Job Title Director of Construction
Relocation Preferences : TX
Objective : Results achieving Director/Vice President of Construction, Facilities, and Real Estate with a distinguished career leading a wide variety of exacting and demanding building projects. Effective organizer and problem solver with an established track record for on-time project scheduling, diverse subcontractor, engineer, and architectural liaison, and project coordination from design concept to completion. Proven ability to utilize a cross-functional approach to job completion. Change agent with outstanding strategic vision, leadership, communication and organizational skills, which have proven to be critical assets in developing a positive work environment, managing people, and exceeding company goals. Have managed full P&L, multi state and site circumstances, and hyper growth.
Resume :  
CORE COMPETENCIES

CONSTRUCTIONLEADERSHIPOPERATIONS
ForecastingStrategic PlanningPerformance Management
Materials Analysis/RequirementsLeading/Managing ChangeProcess Improvement
Vendor RelationsTrainingCustomer Service
Contract Negotiations Leadership DevelopmentOperations Analysis
Multi Site/Multi Project ManagementP&L/BudgetBuilding Cross-Functional Teams
PROFESSIONAL EXPERIENCE

United Supermarkets, Lubbock Texas 2010-Present
Grocery, Manufacturing, Distribution, Facilities, Real Estate. Commercial Construction, Development Company

Director of Facilities, Construction, Real Estate, and Development
Scope: Direct facility maintenance, facility design, division budgeting, estimating, purchasing, negotiating contracts, and implementing change orders. Interface with city officials, negotiating permits, and insuring inspection compliance. Manage multiple ongoing inter-dependent projects with emphasis on coordinating and prioritizing resources across projects, departments, and all stake holders. Direct Reports: 10 Indirect Reports: 110.
Energy Cost Reduction. Reduced energy costs company wide by negotiating a new cost contract with the energy company which reduced the kilowatt costs by 20%. Assessed situation, identified obstacles, developed, and implemented strategy within 30 days. Resulted in an overall reduction of company energy costs which will save the company over $1 million per year for the next six years.
Cost Reduction. Recognized opportunity to reduce operational costs. Analyzed and evaluated processes, procedures, and staff; re-engineered and developed new processes and systems; and conducted staff training within 90 days. Resulted in saving $2 million in the facilities budget while long term saving the company $20 million over the next 10 years.


FCA Construction/Life Time Fitness, Chanhassen, Minnesota 2000 - 2009
Commercial Construction Company

Director of Construction/Real Estate
Scope: Direct facility design, estimating, purchasing, negotiating contracts, and implementing change orders. Interface with city officials, negotiating permits, and insuring inspection compliance. Manage multiple ongoing inter-dependent projects with emphasis on coordinating and prioritizing resources across projects, departments, and all stake holders. Direct Reports: 8 Indirect Reports: 180.
Project Turnaround. Inherited project that was behind schedule which could negatively affect revenue. Assessed situation, identified obstacles, developed, and implemented strategy within 30 days. Resulted in project being completed on time and on budget which supported the generation of $6 million in new revenue.
Cost Reduction. Recognized opportunity to reduce operational costs. Analyzed and evaluated processes, procedures, and staff; re-engineered and developed new processes and systems; and conducted staff training within 90 days. Resulted in saving $4 million in one project while long term saving the company $280 million over the next 70 projects.
Hyper Growth. Challenged to manage aggressive expansion of the company. Determined business requirements, created, and led implementation of an operational initiative that including staffing and building of operational infrastructure within 90 days. Successfully built support functions that enabled company to achieve its aggressive growth objectives.
Team Approach to Cost Savings. Tasked with reducing operational costs. Analyzed and evaluated business metrics, built and led cross functional team to identify problem areas, developed, and implemented process and procedural changes within 6 months. Resulted in minimizing errors on building plans that produced $7.5 million in cost savings within a year.
Improved Regulatory Approval. Projects where being held up due to city and county regulations that threatened costs and deadlines. Researched and identified root causes, formulated and implemented strategy that included creation of new operational infrastructure within 30 days. Resulted in future projects being completed on time and on budget.
Productivity Improvement. Identified need to bring the purchasing function in house. Assessed situation; developed and implemented business strategy within 6 months. Led implementation of strategy that resulted in cost savings of $1 million per project while increasing productivity.
Rapid Change. Owner implemented $4 million in changes to project six weeks before opening. Assessed impact on project, created new project schedule, assembled the right team, and implemented the plan to completion. Within 6 weeks project was successfully completed on time and on budget.

Weis Builders, Inc., Minneapolis, Minnesota 1997 2000
Commercial Construction Company

Project Manager
Managed multiple ongoing inter-dependent projects with emphasis on coordinating and prioritizing resources across projects, departments, and all stake holders. Customer, city, engineer, architect, and subcontractor liaison. Coordinated all aspects of commercial retail, housing, manufacturing, and hospitality construction. Estimating, negotiating, and awarding contracts. Direct Reports: 4 Indirect Reports: 25.
Act of God. Un-common weather forced need to re-negotiate existing reward and penalty clause in project contract to maintain margins. Conducted research with the national weather service and built business case. Presented and secured customer approval within 30 days. Completed project ahead of schedule which resulted in adding $144,000 to the project margin profit.
Process Improvement. Owner walk throughs could be costly and time consuming. For a 7 story hotel with 600 rooms, created and implemented a pre-punch system. The owners punch list walk through was so successful it was abandoned halfway through the commission process. This procedure was effectively implemented on all future construction projects.

Bellair Express, Edina, Minnesota 1995 - 1997
Express Freight Company

Operations Manager
Direct all facets of national and international courier operations and customer service function. Manage the efforts and activities of people, capital, and equipment resources to reduce costs, improve productivity, and enhance operating efficiencies. Direct Reports: 6 Indirect Reports: 10.

Project Manager: Bremer Construction Company, St. Paul, Minnesota 1993 -1995
General Contractor

Superintendent/Project Manager: Met-Con Companies, Bloomington, Minnesota 1991 -1993
General Contractor

Project Manager: Pellock Construction, Inc. Prairie du Chien, Wisconsin 1989 - 1991
General Contractor
EDUCATION

Bachelor of Science Degree, Marketing/Management - UNIVERSITY OF WISCONSIN
Working on MBA in Construction Management at Villanova University
Sustainable Energy and Green Building Certification Minnesota State University
PROFESSIONAL ASSOCIATIONS

American Marketing Association
MDA Leadership
Personal Website Link Visit Personal Website



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