Oh

Name : Robert Aughinbaugh
Industry Type : Building Owners
City & State : Chardon, Oh
Job Title Construction Director
Relocation Preferences : USA
Objective :
Resume :  
ROBERT N. AUGHINBAUGH


aughinbaugh2[at]gmail.com

VP / Director Facilities Management
Facilities Master Planning / Construction / Renovation / Capital and Operating Budgets / Negotiation
Process Improvement / Vendor Relations / Regulatory Compliance / Team Leadership

Led concurrent, multi-site healthcare, manufacturing, retail, educational and entertainment facilities construction and development projects to benchmark success. Routinely achieved what couldnt be done. Secured maximum cost and time efficiencies by identifying and resolving root cause issues and eliminating wasteful expenditure of money on symptoms. Consistently voted in the high pressure environment of the Cleveland Clinic as the employee most relied upon and trusted to get the job done. Given Superstar Award by vote of peers at University Hospitals Health System.

Key Skills and Attributes: Authoring high impact business plans. Rapid, accurate analysis. Reengineering processes. Turning marginal operating units into performance leaders. Negotiating advantageous terms. Finding effective alternatives. Creating large savings. Building and leading motivated teams. Achieving challenging goals quickly.

Key Achievements

Manage over 55 simultaneous projects representing $30M at any given time for University Hospitals. Assumed responsibility for massive construction initiative representing $2B in total construction over three-to-five years. Set up operating structure of new construction division. Develop and manage budgets, plans and scope of all construction projects for six community hospitals.

Successfully managed the impossible task of reopening a large healthcare facility in just six weeks. Took over assignment to reopen Philipsburg Area Hospital after previous construction manager had quit while claiming the job was impossible. Reorganized construction teams, processes and schedules. Sourced components previously thought to be unavailable but needed to finish the job. Passed all state and federal inspections, and completed the job on time and within budget. Made possible what was called by Dept. of Health officials the Miracle on Loch Lomond Road.

Saved $100K annually in fuel costs for Philipsburg Area Hospital. Developed methodology to quickly take advantage of constantly fluctuating prices of coal, oil and gas, and get full benefit from the hospitals co-generation capabilities. Negotiated contracts for natural gas based on futures purchasing. Established the organizational flexibility to switch quickly from one fuel to another monthly if necessary. Added to cost savings by enabling the hospital to avoid the $35K replacement cost of a system it needed but could not afford by securing repairs for $600.

Brought in budgeted $260K project at Cleveland Clinic Hospital for $110K. Spearheaded major medical technology installation for only 42% of anticipated cost. On another occasion, restructured low performance maintenance department at Cleveland Clinics Hillcrest Hospital, earning 97% departmental performance ranking. Reorganized corrective and preventive maintenance around new software that quickened response time, eliminated up to $1M in unnecessary costs, and earned recognition for superior performance.

Established inhouse maintenance skills that cut costs 75% for Aramarks Mary Baldwin College account. Reorganized maintenance work force, freeing engineers to work on renovation projects. Completed one major system repair for $75K, eliminating need to spend over $200K for bid from outside contractor.

Cut project costs by $60K to $200K per project for University Hospitals Bedford Medical Center. Revamped all construction processes. Additionally, saved over $260K in repairs within 18 months by resolving chronic, expensive HVAC problems that had caused persistent budget imbalances. Negotiated preventive maintenance contract that ensured budgetary expenditures were controlled and predictable, and freed funds for needed capital projects.

Robert N. Aughinbaugh Page Two

Career History

Program Executive of Community Hospitals Executive, University Hospitals Health System, October 2007 to September 2009 Develop and manage budgets, plans and scope of all construction projects for six community hospitals operated by the leading healthcare delivery system in northeast Ohio, a network of hospitals, surgery centers, outpatient facilities, primary care practices, insurance companies and long term care facilities. Engaged architects, engineers and contractors. Control daily average continuing project budgets of $30M. Direct staff of seven.

Facilities Manager, University Hospitals Health System / Bedford Medical Center, 2005 to 2007 Planned and directed all facility maintenance and physical plant operations. Responsible for construction, renovation, environmental services, safety, security and PBX-based telecommunications. Maintained JCAHO standards. Saved hundreds of thousands of dollars on multi-million dollar projects through efficiency improvements in the design and construction of medical units, professional offices and cafeteria. Established emergency operations center for field-based emergency care. Spearheaded beta site project to test the first Cisco VoIP communications system.

Director of Facilities Engineering, Crothal Management Services / Cleveland Clinic Hospital, 2003 to 2005 Directed all facilities and plant operations, maintenance, construction and renovations for 675,000 sq. ft. facility and multiple off-campus sites. Managed $10M capital improvement budget and $7M operations budget. Led key elements of $50M expansion project. Introduced paperless preventive maintenance system. Ensured compliance with all relevant state, federal and JCAHO regulations. Led team of 28.

Director of Facilities and Plant Operations, Aramark ServiceMaster / Mary Baldwin College, 2001 to 2003 Directed plant operations, maintenance, construction, renovation, building preservation and renewal for 49 structures. Responsible for mechanical, electrical design and HVAC. Oversaw contractors. Wrote project specifications. Reviewed and approved all contracted work by architects and engineers. Served as safety trainers for dangerous materials, asbestos and hazardous physical sites. Controlled $2.5M operating budget. Participated in development of five- and ten-year capital improvement forecasts and budgets. Established energy management systems. Supervised staff of 15.

Facilities Manager, Philipsburg Area Hospital, 2000 to 2001 Directed plant operations, maintenance, food service, heating and cooling, security, safety and contracted services. Developed budgets. Maintained economically efficient HVAC operations by tying fuel choices and purchases to fluctuating market prices. Managed staffing of union and non-union employees. Served on planning, grant writing, safety, labor relations and development committees.

General Contractor, 1997 to 2000 Managed construction business with responsibility for commercial, residential and intuitional building and renovation projects.

Project Manager and Coordinator, Wise Construction Group, 1994 to 1997 Managed all phases of construction, including bids, design, vendor selection, subcontracting and staffing for manufacturing, entertainment, retail and healthcare facilities projects.

Construction Manager, Philipsburg Area Hospital, 1990 to 2001 Renovated and reopened shuttered hospital in just six weeks. Developed and managed $4M budget. Obtained all clearances and ensured compliance with all governmental regulations.





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