PROFESSIONAL FOCUS
Seeking a position that can capitalize on a foundation of knowledge and skills acquired through both an extensive education and a lifelong professional career spent in the fields of construction and architecture.

PROFESSIONAL PROFILE
Highly self-motivated leader with a demonstrated ability to operate autonomously in fast-paced environments involving construction projects. Consistently proven ability to manage multiple projects concurrently. Practiced in collaborative planning and execution of projects. Recognized ability to motivate and develop others.

AREAS OF KNOWLEDGE
Building Codes/Code Compliance, Commercial/Residential Building Construction Practices, Construction Value Engineering, Construction Project Management, Employee Management and Development, Managing Home Builder Division-Level Operations, AutoCad Software, Residential and Commercial Architectural Design, Microsoft Office Suite Software, Fundamentals of: Marketing; Financial Management; Accounting; and Database Design

EDUCATION
Master of Business Administration, 2003
G.P.A.: 3.97/4.00 - University of South Florida, Tampa, Florida

Master of Science, Information Systems Management, 2003
G.P.A.: 3.97/4.00 - University of South Florida, Tampa, Florida

Bachelor of Science, Architecture, 1988
G.P.A.: 3.70/4.00, Summa Cum Laude - Florida A&M University, Tallahassee, Florida

Associate of Science, Architecture, 1984
G.P.A.: 3.67/4.00, Summa Cum Laude - Broward Community College, Davie, Florida

PROFESSIONAL EXPERIENCE
Woodhouse, The Timber Frame Company, 2008-2012, Mansfield, Pennsylvania
Design Department Manager
A national level timber frame building designer and manufacturer with $6 million in gross revenues annually, and 22 employees. Project types are residential and commercial, with budgets of up to $1.5 million.

Primary responsibilities were project management, development of custom designs, and management, scheduling, and skills development of 7 person department staff. As a member of the management team, other responsibilities included process improvement at the company level, working with other department mangers, and strategic management of the company.

* Adopted outsourcing model to accommodate variable peak workload conditions. At one point, managed multiple projects spanning 11 people in 2 separate architectural firms and Woodhouse.
* For greater efficiency and throughput, integrated compartmentalized staff and functions within the department.
* Developed new drawing and pricing processes for greater time efficiency.
* Reduced drawing cycle time up to 30%.

Design Styles, 2007-2008, Clearwater, Florida
Director of Architecture
An architectural firm of 18 employees with $2 million in gross revenues annually. Project types encompass commercial, residential, and remodeling work.

Primary responsibility was the oversight of several production home builder accounts, and the 5-member residential project team. Production home builders supported varied in size from regional to national level, with over 100 plans maintained for these accounts. Other responsibilities included:

* New business development Assisting in the development of marketing literature, marketing campaign strategy, and overall company growth strategy.
* Improvement of service levels to production builders via training of Design Styles staff, and providing additional services such as guidance in value engineering.

Standard Pacific Homes Tampa Bay Division, 2005-2007, Tampa, Florida
Director of Architecture
A national level publicly held production home builder, with gross sales revenues of $4.145 billion in 2006. The Tampa Bay Division, with approximately 165 employees, recognized gross sales revenues of $337 million and 1301 closings in 2006.

Involved with all facets of division operations, including strategic projects and operational issues dealt with by the various departments. Such projects and issues included adjustments to marketing/advertising campaigns, new product line development to meet changing market conditions, and value engineering of new and existing product to reduce cost, among others.

* Established Gantt chart scheduling system coordinating trades, consultants, architectural staff, and various departments.
* Established communication protocols with other departments, and increased coordination of construction documents with trades.
* Led division through 3 separate building code revisions in 2 years. Provided division management with the research, guidance, and training in code changes necessary for a smooth transition to the new building codes.

Arthur Rutenberg Homes Corporate Offices, 1995-2005, Clearwater, Florida
Senior Production Coordinator, Design Department Quality Control
Undertook progressively responsible tenure with this franchised home builder, which has had annual revenues of $500 million, 260 employees, and constructs homes up to $2 million in retail cost in the Southeast region of the United States.

Responsible for quality control of all construction documents produced by the 25 staff member Design department, which develops stock and customized plans. Also responsible for workflow coordination, field personnel support, product evaluation, development of construction standards, and team member training.

* Identified by supervisor as a major asset and an excellent teacher to the Design and Custom Design departments.
* Vital member of team tasked with developing companys response to the new Florida Building Code impact zone requirements. Researched, and then trained others in, new code requirements. Assisted with code compliant product selection and development of company wide system to promulgate code compliant product pricing to franchisees.

Renker-Eich-Parks Architects, 1994-1995, Saint Petersburg, Florida
Project Manager
An architectural firm of 12 employees, providing services for private and public sector projects of $1 to $12 million.

Assigned to the City of Saint Petersburgs new Municipal Office Building, a design-build venture. This remodeling of an existing 10-story office building with parking garage encompassed 254,000 sq. ft., and cost $8 million. As project manager, responsibilities included: creation of construction documents; coordination with engineers, contractors, city government personnel, and local code officials; cost control; and site inspections.

Rowe Architects, 1992-1994, Tampa, Florida
Job Captain
An award-winning architectural firm of 12 employees providing services for private and public sector projects of
$1 to $15 million. Recognized by firm for technical knowledge and leadership abilities.

University of South Florida Library Addition and Renovation - A project comprised of two separate buildings - one new, the other existing - encompassing 107,000 sq. ft. total, with an $11 million cost. Responsibilities included: creation/organization of construction documents; construction detailing; CADD system management; and coordination with engineers.

Central Elementary School 3 - A new school facility of 105,000 sq. ft., with a budget of $8 million. Led team in completion of design development and construction documents. Responsibilities included: project scheduling; creation/organization of construction documents; CADD system management; coordination with engineers; and construction detailing.

Additional Employment History Available Upon Request
References Available Upon Request