GARY KAUFMANN
5 Sofia Court Cinnaminson, NJ 08077 856-303-7645 (home) 856-266-0151 (cell)


STRATEGIC BUSINESS LEADER VICE PRESIDENT

Construction Executive / Operations Management / Land Development / Lot Acquisition

Excels in risk management relative to land acquisition and real estate holdings

10+ years experience with an industry leader creating and executing profitable business plans. Driving force in launching new operational and quality programs that saved MILLIONS OF DOLLARS and increased profit. Expertise in negotiating creative deals that minimize risks in land acquisition and influence rapid business growth. Successfully increased profits and business growth at a time when the industry was struggling. Rapid career progression due to bottom line achievements.

Turned around profitability for a national firm through a major culture change in a tight economy. Taught company how to be more profitable. Recruited and trained staff in effective processes that impacted quality, and increased customer satisfaction. Effective team management skills and excellent ability to manage cross functional teams.

Gary takes the initiative and gets results. Excerpt from NJ Regional Market Manager, Chris Kindbom
May 2006 performance appraisal

P & L Real Estate Risk Management Permit Acquisition Costing and Purchasing Customer Satisfaction Quality Financial Management Safety and Security Project Management Feasibility Analysis
Continuous Improvement Budget Control Contract Negotiations Staffing and Recruitment Training

PROFESSIONAL EXPERIENCE
Ryan Homes Richmond American Homes

RICHMOND AMERICAN HOMES (MDC HOLDINGS), Denver, ColoradoJune 2007 through Present
Vice President, Delaware Valley Operations, Glen Mills, PA
Recruited for position due to recent success with industry leader. Hired to lead a strategy shift in the business of land purchase and development, cost reduction, and customer satisfaction. Directed construction operations, permitting, warranty management, contracts, costing, and staffing.
Key Achievements
Facilitated midatlantic cost reduction effort, achieving over $8,257/unit in base house cost reductions. This multidiscipline effort was highlighted by focus on cost reduction in all hard cost categories. Primary results came in process improvements, specification changes, vendor negotiations and adjustments, scope of work training and enforcement.
Spearheaded a transformation in land purchases that minimized risk and reduced costs enabling the company to be more competitive in the 2008 price sensitive market. Navigated a cross functional effort that restructured the MDC standard corporate land purchase agreement. The program installed specific language protection to minimize financial exposure risks involved in option lot contracts. The result has been a dramatic decrease in costs specific to site improvements.
Increased overall customer satisfaction 54% in 14 months. (Eliant Customer Satisfaction analysis program) Achieved by orchestrating a complete cultural changeover in the organization. Implemented a rigorous series of quality control processes and procedures. Launched a series of proactive customer interactions to improve the customers experience during varied construction phases. Instituted internal training programs to facilitate exceptional customer satisfaction results.
Led construction overhead reduction plan, reducing overhead spending 42% below prior year. Highlights of the program include dumpster management cost reduction, street sweeping and soils erosion cost controls; staffing efficiency via multiple training programs; an enhanced internal control mechanism was created to monitor costs and eliminate overages.
Created and executed 2007 permit blitz program obtaining over 81 building permits in 64 days. Enabled the operation to settle over 125 homes in the 3rd and 4th quarter of 2007. Accomplished through an improved organization system that streamlined the permit application process. Reduced the timeline from point of sale to home start from an average 8.5 months to 36 days.
Authored and facilitated Richmond Advantage sales training program that dramatically enhanced sales presentations. This is a very detailed program covering Richmond product specifications. In addition, implemented training exercises on construction-related topics during weekly sales meetings. (i.e., grading and warranties)
Designated / promoted to Delaware Valley Customer Experience Champion in 1st quarter of 2008. As the leader of the customer satisfaction turnaround effort, awarded the opportunity to be the corporate liaison for continued customer satisfaction efforts throughout the Delaware Valley market.
RYAN HOMES, NVR, Reston, Virginia1996 to 2007

- TRACK RECORD OF RAPID, SUCCESSIVE PROMOTIONS -
Regional Director of Production, New Jersey Regional Office, Mount Laurel, NJ (2005 to 2007)
Production Manager at the South Jersey Profit Center (2001 to 2005) Construction Cost Manager Southern New Jersey Operation (2000 to 2001) Division Project Manager at the South Jersey Profit Center (1998 to 2000)
Construction Production Supervisor (1996 to 1998)

Direct all operations, construction, profit and loss, cost reduction, training, staffing, customer satisfaction, permitting, and warranty for 800 settlements annually among 3 NJ profit centers. Monitored budgets for all phases of construction. Initiated proactive quality control systems and programs.
Key Achievements
Exceeded the starts and settlements surpassing mid year and year end objectives by 11% for 2006. This contributed to the $35.84 million in EBIT exclusive to the New Jersey operation in 2006, a stellar achievement during challenging times in the construction industry.
2006 corporate award for best cost reduction program, saving $6.4 million in cost reduction for 2006. This was the best of any operation within all of the regions and profit centers within NVR.
Driving force of a program focused on managing site improvements profitably, and saved the company $1.6 million in 2006. Authored, conducted, and implemented first annual NJ Dirt Summit training program for cost managers, project managers, and production managers.

Introduced and led NJ profit option analysis program, improving overall option and pricing margins at a minimum of 40%. Detailed program effectively monitored option pricing and margins, through correct pricing of options and subcontractor related costs. Pricing was re-negotiated and a 40% goal was achieved.

Negotiated, documented, and memorialized all NJ construction phase specifications and vendor scopes of work, achieving an overall house cost variance below 1% of overall house cost for the NJ region. Implemented training programs and vendor to sign offs.

Initiated warranty cost reduction program. That lowered 2006 warranty expenditures by $626,000 below 2005 spending. Implemented continuous improvement changes to production scopes.

Established and monitored all quality control standards systems for NJ operation. Obtained 95.7 overall score for 2006 the best in the Delaware Valley market.

Additional Achievements: Highest Quality average in the NJ market Best days under construction ranking in the Northeast U.S. NVR operation (78.4 days under construction average) Highest overall quality average of any production manager in the New Jersey operation (95.86 average) Highest settlement volume of any production manager in the Northeast U.S.(265 settlements annually)

EDUCATION AND CREDENTIALS

Bachelor of Science, Finance and Management Philadelphia University, Philadelphia, PA