Name : Jeff Robertson
Industry Type : Building Owners
City & State : Alexandria, VA
Job Title Vice President Facilities
Relocation Preferences : United States
Objective : An executive facilites management position in a Fortune 500 engaged in providing quality goods and services to consumers.
Resume :  
JAMES JEFFERY ROBERTSON


PROFESSIONAL PROFILE:

Public and private sector facilities management leader. Comprehensive engineering skills. Selected for high-impact assignments. Broad background in policy development and in planning, managing, and leading facilities management programs.
RESULTDeveloped Fannie Mae's Engineering Department initial 5-year strategic plan to align infrastructure upgrades with corporate objectives.
Challenged department directors within current employer, The Ravens Group, to find innovative ways to save moneyresulting in an impact of over $300K to the companys bottom-line.
Built a corporate energy management program for Fannie Maeresulting in over $500K in annual savings.
Successfully managed and maintained a $30M construction equipment inventory for the US Army.
Budget development, program planning, contract management and oversight experience. Management of large-scale operating budgets for organizations with complex missions.
RESULTFormulated, executed, administered, and aggressively managed an $8.5M operational and $10M capital improvement budget for DCWASArealized $400K in savings by upgrading copiers, eliminating low-volume copiers, and centralizing office equipment in key areas.
Established a lifecycle asset replacement program that replaced equipment that had reached the end of its operational life.
Created and managed a $12M operating budget and $35M capital improvement program for Fannie Mae.

Solid professional preparation. Wide-ranging technical skills.
RESULTBS, Civil Engineering, Distinguished Military Graduate.
Completed the Leadership for Executives course, University of Maryland.
Directly relevant professional education and training throughout career.




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CONTINUED

VICE PRESIDENT OF FACILITIES MANAGEMENT
SunTrust
2006 Present
Provided leadership and managed a diverse staff of three direct reports and 12 staff members providing infrastructure maintenance services to over 260 bank facilities in the Greater Washington/Maryland Region. Services included mechanical, plumbing, electrical, document destruction, critical equipment maintenance, waste management, recycling program and landscaping. Advised the Regional CEO on all facility related issues.

Develop management tools that were integrated with the departments process to improve overall performance.
RESULT Created and implemented a project plan that allowed the staff to track
multiple projects simultaneously.
Developed and implemented a monthly report to that captured all work
tickets. This report was used to track trends to determine problems in
services and possible equipment issues.
Developed a modified version of the balance scorecard. The management
tool enabled management to monitor the overall performance of the
department and where adjustments needed to be made to improve
the way the department does business.

Improved office processes by
RESULTRevamped the work request procedure that reduced the number of calls
made by the technicians.
Directed the creation of a process improvement binder that captured all
process changes, improvements and internal procedures. This binder is
a resource manual that is utilized by the staff.

Strategic Planning
RESULTDeveloped a 20 strategic project plan to replace infrastructure equipment that has reached the end of its operational/useful life.

Build relationships with the branch managers. Personally met with all branch managers
To ascertain their needs and how we could improve upon the services the department provides.

Budget reduction. Found innovative ways to reduce overall budget expenditures.
RESULTImplemented monthly budget meetings where operational expenses were
reviewed and budget reductions were the order of the day.
Reduced expenditures by eliminating excessive and redundant services.
Encouraged staff to self perform tasks that had been performed by
contractors/vendors. The region realized a $200K annual savings.
JAMES JEFF ROBERTSON
CONTINUED

VICE PRESIDENT
The Ravens Group, Inc.
2005 2006
Provide executive leadership over the administration and operations of a 97-person staff that provides facility services, general construction, management consulting, logistical support, project management, construction management, engineering support, studies and analyses, marketing, and training to commercial and government agencies. Report directly to the Chief Executive Officer (CEO).
RESULTProvided the sound long-term vision necessary for formulating organizational changes using innovative and change management strategies required to successfully compete in a business environment.
Key organizational participant and leader in workgroups, teams, briefings, and meetings, gaining cooperation from others to accomplish goals. Depended upon for guidance, consultation, and staff assistance to company officials.

Participate with the CEO in establishing program policies, objectives and priorities, and developing strategic plans for accomplishing the mission.
RESULTFormulated and implemented corporate-wide policies and procedures, established annual goals, hired and evaluated senior management staff, built strategic relationships with customers, and improved productivity.
Specific operating policies and procedures put structure in place where there was none.
Developed a balanced scorecard for the company which gave a critical summary of managerial and business performance.

Identify specific requirements for money, manpower, materiel, facilities, and services needed to support program objectives.
RESULTChallenged department directors to find creative and innovative ways to save money, resulting in an impact of over $500K to the companys bottom-line.

Forge alliances and leverage position with customers in order to provide value-added service.
RESULTDeveloped customer service survey program that gauged the satisfaction of customersresults of these surveys have improved customer service.
Frequently requested to address diverse audiences, conveying information to a wide variety of groups and individuals, presenting, selling, defining, and negotiating.

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Provide HR experience to personnel management requirements and provide staff leadership and technical guidance in several specialty personnel functions.
RESULTReviewed and interpreted qualification requirements and developed comprehensive position descriptions for staff members. This gave the staff direction as to what was expected of them.
Promoted quality by establishing performance standards which in turn institutionalized the organization's performance management system. This improved overall productivity of the senior management staff.

Research and write comprehensive reports, and other deliverables, analyses, reference materials, and other documents. Review and critique written material prepared by others.


DIRECTOR OF FACILITIES AND SAFETY
District of Columbia Water and Sewer Authority (DCWASA)
2002 2005
Provided leadership and corporate integration for the development and execution of facilities management policies and programs DCWASA-wide, serving a population of over 2.5 million in the Washington, DC metropolitan area.
RESULTEffectively managed the execution of tactical and strategic planning for a diverse staff of six direct reports and 63 union and nonunion staff membersproviding facility and equipment maintenance, asset management, security, mechanical services, property management, grounds and building maintenance for over 60 buildings totaling over 2.0 million square feet of space, plumbing, motor pool operations, reprographics, mailroom, recycling, waste removal, emergency operations center set-up, procurement of goods and services, life safety, data center support, environmental, maintaining a positive relationship with customers, and oversaw capital construction and renovationin support of the largest advanced waste water treatment facility in the United States. A 24 hour per day 365 days a year operation. Reported to the Assistant General Manager.
Improved internal processes and leadership qualities by developing and implementing department policies.
Launched a safety program which resulted in no loss time due to accidents.
Published the first Facilities newsletter Facilities Blueprint.


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Defined and oversaw an integrated DCWASA program including maintenance reduction, performance objectives, benchmarks, and metrics.
RESULTEstablished a mission, vision, and branding statements for the department that gave the staff a sense of direction and purpose.
Developed a facility and infrastructure maintenance and repair program that corrected deteriorating mechanical systems and facility restoration.
Designed and implemented performance measures that tracked performance against established goals, which increased the overall performance and productivity of the organization.
Credited with developing the departments first customer service survey. Utilized the results to improve overall customer satisfaction.
Orchestrated management reporting systems to track work processes, which increased productivity.

Developed annual and multi-year program plans, issuing data calls, and collecting and integrating individual program plans into a corporate approach across the organization to form the basis of the annual budget requests.
RESULTFacilitated the development of a budget format to track weekly and monthly budget expenditures.
Realigned organization to achieve better operating efficiency and to support business objectives.

Supported the DCWASA budgeting process, including budget policy formulation, guidance, and evaluation.
RESULTFormulated, executed, administered, and aggressively managed an $8.5 million operational and $10 million capital improvement budget.

Led contracting and procurement operations, including contracting techniques and complex contracting requirements. Created comprehensive plans for contract implementation activities prior to contract award and modified plans throughout the implementation process.
RESULTNegotiated multi-year service contractsresulted in substantial savings.
Realized a $400K savings by upgrading copiers, eliminating low-volume copiers, and centralizing office equipment in key areas.
Developed a lifecycle asset replacement program that replaced equipment that had reached the end of its operational life.



JAMES JEFF ROBERTSON
CONTINUED


Assessed new staffing needs and directed the professional development of current

staff. Appraised employees' unique developmental needs and provided developmental
opportunities to maximize their capabilities and contribute to the achievement of organizational goals.
RESULTRecruited and oversaw the training of a top-performing administrative, facility, and support staff. Led employee empowerment and anticipatory management programs that greatly improved management and staff
relations, resulting in a high-performance team effort.
No union grievances were filed.

Principal liaison with other major organizations to coordinate activities. Developed and enhanced alliances, engaged in cross-functional activities, and found common ground with a wide range of stakeholders.

EVALUATION OF PERFORMANCE
.constantly promotes and is committed to superior customer services.
.results oriented.he has pushed the work order system as a means for departments to keep his department on task and ahead of problems.he considers stakeholders in the process.
.until Jeffs arrival, there was no formal or institutionalized way of taking action on requests (He) implemented the departments first customer survey.
.Jeff brought the department employees together to focus on results.
. communicates clearly and frequently to the Department and managers. He works well with his subordinates, peers, and other managers.


DIRECTOR OF ENGINEERING SERVICES
Fannie Mae
1993 2002
Managed, directed, and led a diverse staff of five direct reports, 29 staff members and up to 150 contractors providing facilities managementenergy management, asset management, mechanical services, electrical services, structural, plumbing, construction and renovation, emergency operations center set-up, property management, maintaining positive a positive relationship with customers, call center and environmental services in support of a 24x7 critical data center operations and 7 multi-story buildings totaling over





JAMES JEFF ROBERTSON
CONTINUED

2.1 million square feet with tenants. Reported to the Vice President of Real Estate and Facility Services.
RESULTCreated policy and procedures for all functional areas of responsibility.
Developed department's 1st 5-year strategic plan to align infrastructure upgrades with business objectives.
Designed the department's first comprehensive customer service survey and computerized work order system.
Created a more efficient operation by reorganizing the department.

Administered, from a master and facilities planning vantage point, all aspects of major capital planning and improvement initiatives involving the entire Fannie Mae community. Provided technical expertise for a broad range of sensitive and critical master and facilities planning matters.
RESULTDirected the development and implementation of the corporation's facility and equipment maintenance programs, including evaluating and establishing best practices in predictive, preventive, and corrective maintenance.
Implemented the corporation's first computerized maintenance management system and building automation system.
Pioneered and implemented corporation's first environmental, health, and safety program.
Established a corporate energy management program, resulting in over $500K in annual savingsoversaw installation of electronic energy management systems.

Oversaw budget planning and formulation for major facility construction, renovation, repair, and alteration programs.
RESULTBuilt a quality driven program with available resourcesused a proactive approach to managing limited budgets, manpower, materials.
Developed an asset management database to track disposition of corporate assets.
Developed and managed a $12M operating budget and oversaw a $35M capital improvement program.

Successfully directed contracting efforts (from cradle to grave) for multi-year, multimillion dollar systems, products, and services.
RESULTDefined requirements, established approved supplier lists, instituted competitive bidding, vendor management program, and negotiated volume-based contracts.

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Managed acutely critical and politically charged complex projects ranging up to $5+Mthese projects were completed on schedule and up to 15% under budget without interruption to the business.
Saved the organization over $200K by negotiating multi-year job order contracts for the corporation.

Performed the full range of administrative supervisory functions and provided overall leadership and direction to support efforts.
RESULTRecruited, trained, managed and motivated staff while making changes, improving service, and reducing costs.
Wrote performance and training plans that increased overall staff efficiency and productivity.
Furthered the goals of equal employment opportunity (EEO) by taking positive steps to accomplish affirmative action objectives and practicing nondiscrimination in employment.

Developed and nurtured an expansive professional network with other organizations. Formulated new partnerships, engaging in cross-functional activities to accomplish goals.

Composed written reports that conveyed highly complex information assembled from data collected. Anticipated questions and provided necessary information and guidance.

EVALUATION OF PERFORMANCE

.the OSHA Requirements Project was completed on time and well within the projected budget. This project was very well managed and executed. It established an effective OSHA and Environmental Compliance Program for the corporation.

.the Humidity Control, Worldgate Back-flow Prevention, and Home Office Fire Alarms Upgrade (projects were) well managed and completed within the established guidelines and budget.

.aggressively complied with all aspects of the corporations diversity program.
.a consummate professional. He displays extraordinary character in all his actions and communications. His staff had a successful track record based on consistent delivery of nearly flawless goods and services.





JAMES JEFF ROBERTSON
CONTINUED


FACILITIES MANAGER
USAIR
1992 1993
Successfully managed major and minor construction projects in assigned cities. Ensured that technical issues were properly and adequately coordinated and addressed.
Such issues may have included those associated with environmental and site impacts; site and architectural standards; varied, specialized, and often conflicting customers needs; accessibility for persons with disabilities; historical preservation; technical and regulatory requirements; and other agency reviews or approvals and community interface.
RESULTDeveloped program criteria and project budgets in cooperation with user departments.
Evaluated and selected project designers. Scheduled and managed the work of design consultants.
Negotiated with port authorities, reviewed plans, and sourced and managed vendors and contractors.
Managed construction activities including the evaluation and approval of progress payments to contractors.
Attended technical committee meetings at assigned airports with airport authorities, other airlines, tenants, and vendors.
Managed the maintenance, renovation, and new construction for 19 terminals nationwide.

EMERGENCY PREPAREDNESS MANAGER
US Army Corps of Engineers
1988 1992
Selected as technical advisor on requirements to support emergency military mobilization for disaster and recovery operations. Coordinated activities in preparing for or combating disaster situations and negotiated to develop and implement survival plans.
RESULTCoordinated with and tasked Corps agencies in support of military operations and disaster and recovery operations.
Liaised with DOD and FEMA executives on engineering issues regarding disaster response and recovery.







JAMES JEFFERY ROBERTSON
CONTINUED

COMMANDER, CONSTRUCTION UNIT, GERMANY AND KOREA
US Army
1980 1988
Supervised, led, and directed the operations of a diverse staff of 6 direct reports and 184 staff members engaged in construction, asset management, facility and equipment maintenance, fleet and motor pool, and mailroom and supply operations.
RESULTPlanned, coordinated, executed, and completed multiple construction projects.
Leveraged resources and directed as many as 8 capital projects simultaneously.
Coordinated with foreign governments and negotiated with local contractors in Europe and Asia.
Successfully managed and maintained a $30M construction equipment inventory.



EDUCATION ADVANCED TRAINING

BS, Civil Engineering, Distinguished Military Graduate, 1980
South Carolina State University, Orangeburg, SC


CERTIFICATIONS

Certification, Facilities and Contract Management, 1985, US Army Corps of Engineers


CERTIFICATE
Master Facilities Executive, Building Operators Management Institute (BOMI)


PUBLICATIONS

Published the first Facilities newsletter, Facilities Blueprint and the Users Handbook at DCWASA


ASSOCIATION

International Facilities Management Association (IFMA)
ASIS International Security Association



JAMES JEFF ROBERTSON
CONTINUED



HONORS, AWARDS, AND RECOGNITION

Labor Partnership Award - Second Place in the District of Columbia Labor-Management Partnership Project (city-wide award), 2004

Leadership Award in recognition, by the division staff, for excellence in leadership, 2000

Partnership Award in recognition of partnering with the Information Systems Department on design, construction and successful completion of a state-of-the-art data center, 2000

Chairmans Award for providing leadership and services that impacted the corporation's bottom-line, 1998

Various letters of appreciation, 1994-96

US Military awards



SKILLS SETS

Executive leadership; corporate management; supervision; organizational talents; facilitating, mentoring; program assessment, implementation, and management; project and plans coordination; conflict resolution; mediation; consensus building; human resources management; personnel policies; equal employment opportunity programs; cultural awareness; diversity management; human and employee relations; discipline; individual training and development; workforce development; industry affiliations; advice to management; public relations; public speaking; representation; writing and editing; policy development, interpretation, and implementation; operating regulations; collaboration; partnering with cross-functional teams; liaison; business management and enhancements; budget allocation; designing analytical tools and metrics; process improvement; change management; change agent; organizational behavior; problem solving; security; workgroups and multidisciplinary team leadership and management; multimedia presentations; site visit assessments; special projects; safety management; recruiting, staffing, and retention; forecasting; customer service; computer and Internet proficiency; dependable; sense of humor; commitment; leadership; persistence; crisis-resilient; pioneer; adaptable; quick; results-driven.


JAMES JEFF ROBERTSON
CONTINUED

Recent Projects (Last Eight Years)


Humidity Control/Induction Unit Replacement - Improved the humidity control and replaced 580 two-pipe induction units with four pipe units in an occupied commercial office facility. Twelve air handlers were replaced in the data center without interruption to operations. This 18 month phased project was completed on schedule and 7 percent below the $5.2 million budget.

Uninterruptible Power System (UPS) - Installed a maintenance bypass capability on the data center UPS system. This significantly reduced maintenance impact on critical production. This project was completed on schedule and well within the $200K budget.

Backup Power - Installed a 1760kw generator system to provide backup power in a 400K square foot commercial office facility. This project was completed on schedule and within the $600K budget.

Surge Suppression - Installed surge suppression systems to protect facilities from violent transient voltage damage. This installed circuitry prevented major damage to the Home Office electrical infrastructure. This project was completed on time within the $100K budget.

HVAC Control Plant Upgrade - Replaced 3 obsolete 450-ton chillers that supported the data center. Eliminated fluorocarbon and reduced energy consumption. This project was completed on time, 5 percent below the $550K budget and without disruption to the data center.

Disaster Recovery - Redesigned the division's disaster recovery plan to tighten integration with the overall corporate plan. Successfully executed the improved plan during the 1996 blizzard and numerous power outages. The data center and market room operated without a failure during this blizzard.

Fire Detection - Replaced obsolete fire detection system with ADA compliant system addressable detection system. This project was completed on time, 2 percent below the $300K budget and without disruption to the data center.

UPS Installation - Installed two 150 kva UPS systems in support of the market room. These systems are parallel redundant with a maintenance bypass. This $250K project was completed on time, within budget projections and without disruption to the market room operation.

Commercial Office Build out (Virginia) - A major player on the build out of the Special Operations Center. Took the lead on the design and installation of the electrical

JAMES JEFF ROBERTSON
CONTINUED

infrastructure (included the two 750 kva UPS units, switchgear and transformers). Responsible for the design and installation of the electrical and mechanical infrastructure
for the backup data center and the market room. Project was completed on time 5 percent below the $3.0 million budget.

Data Center Renovation Directed the design, planning and renovation of the corporations primary data center. A $550K project that was completed on time and below budget projects.

Water Security System Oversaw the installation of a monitoring system at all major pumping stations. This was a $2.1 million project that was completed on time and within budget projections.

UPS Installation - Installed two 750 kva UPS systems in support of the data centers. These systems are parallel redundant with a maintenance bypass. This project was completed on schedule and 2 percent below the $2.5 million budget.

Market Room Renovation - Took the lead for the design of the electrical and mechanical infrastructure of the market room. Project was completed on time and below budget projections. Project was completed on time and 4 percent below the $600K budget.

Monitoring Systems - Installed a monitoring system that monitored all critical mechanical as well as electrical systems. This $900K project was completed on time and 5 percent below budget projections.

Asbestos Removal - Oversaw the planning, coordination and execution of asbestos in 100K square feet of commercial office space. This project was completed on time and 3 percent below the established budget.

Commercial Office Build out (Washington, DC) - Oversaw the planning, coordination, demolition and installation of all mechanical, electrical and plumbing systems in a 300K square foot commercial office building. The project was completed on time and 8 percent below the established budget of $14 million.

Cooling Tower Upgrade - Upgraded a 750 ton cooling tower in a commercial office facility. This project was completed on time and below the $70K budget.

Gas Line Installation - Oversaw the planning, coordination and installation of a natural gas line to the duel fired boilers. This project was completed on time and below the $52K budget.


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CONTINUED


Energy Efficient Lighting - Directed the planning, coordination and installation of energy efficient equipment in an occupied K square foot commercial office facility. This project was completed on time and 10 percent below the $550K budget projection.

Elevator Upgrade - Directed the upgrade of the elevator systems in the headquarters buildings at a cost of $650K. Ensured that all elevators were ADA compliant. This project was completed on time and 5 percent below budget projections.

Toilet Room Renovation - Oversaw the renovation of the headquarters facility toilet room. Ensured that all toilet rooms were ADA compliant. This is a $750K project.













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