Jim Ewing

CONSTRUCTION MANAGER AND LEADER

Experienced in all phases of delivery of new homes, renovations, light commercial construction and tenant improvements, including direct customer interactions, proper scope development, specifications, estimates, subcontract negotiations, compliance, quality control, safety compliance, cost control, budgeting, schedule management, subcontractor and employee management, and customer service.


PROFESSIONAL HISTORY

PICERNE MILITARY HOUSING Fort Sill, Oklahoma 11/2006 10/2008 A contractual partner with Department of the Army Residential Communities Initiative, a public-private partnership under the Department of Defense Military Housing Privatization Initiative
Director of Construction
Managed the vertical construction business and operations of a 1650 home project encompassing the delivery of economical, high-quality new homes, renovated homes and multi-use neighborhood centers in accordance with budgeted goals and objectives and company standards. Led a construction team of three direct reports and five indirect reports, including preconstruction team.
Selected for a key role to conduct due diligence and procure a $140 million contract for the US Armys family housing privatization initiative at Fort Sill
Prepared estimates, budgets, and construction documentation resulting in Department of the Army and congressional approval of project short and long term development plans

AMERICAS HOME PLACE, INC. Asheville, North Carolina8/2005 10/2006
A privately owned company specializing in high quality, affordable, customize-able homes
General Manager
Direct P&L responsibility and accountability for the Western North Carolina office of a regional, scattered lot, residential builder. Led production, sales and administrative activities including, but not limited to, managing jobs under construction and pending, cost controls, maximizing profitability, subcontractor recruiting, drafting coordination, eliminating variance and cost overruns, warranty and customer service, code compliance, county and municipal building department relationships, marketing and advertising, managing sales pending and in process, construction and mortgage lender relationships, employee management, office overhead.
2005 was the first year with a profit in 6 years; Increased profitability over 50% in 2006
Reduced production time by 30 days, which is a 20% improvement on previous average build-out time increasing the production capability of field staff and improving profitability.

TOLL BROTHERS, INC. Las Vegas, Nevada 1/2004 8/2005
A $5 billion public company and the nations leading builder of luxury homes in 21 states.
Lead Construction Manager
Managed all on-site construction, which included but was not limited to, scheduling, problem resolution, inspections, compliance with plans and contracts of sale, specifications, building codes, construction permits, material requisitions, worked with architects and engineers to improve and enhance functionality of home plans, staff development, subcontractor management, monitored progress on multiple concurrent jobs, quality control, and customer service and satisfaction.
Significantly reduced original build time estimate by 28% from 250 calendar days to a consistent 175 days, allowing the company to realize higher profits in a shorter time frame.
Routinely averaged better than 95% on corporate monthly quality assurance inspections, which is considered excellent by most builders

RYLAND HOMES Dallas, Texas 9/1999 12/2003
A $3 billion public company and a leading national homebuilder
Construction Supervisor/Builder
Managed and supervised on-site production of new homes ensuring building codes, corporate and customer expectations, and quality standards were met. Resolved production, material, and billing issues, reviewed and revised budgets, located subcontractors, coordinated with architects and engineers, and assisted the land department with site development issues. Managed customer expectations through routinely scheduled job site meetings. Coordinated with design center and sales staff on custom options. Managed community warranty programs.
Recognized as Builder of the Month for February, 2000, January, 2001, and February, 2003
Recognized for setting a division record, completing 4 entry-level model homes in 27 days
Recognized for consistently meeting production deadlines, minimizing budget variance and warranty expenses, and achieving high customer satisfaction ratings on closing surveys

UNITED STATES ARMY 11/1986 4/1999
Captain, Infantry Veteran of Desert Shield/Desert Storm. Proudly served my country through multiple assignments in the USA and abroad. Selected twice to serve as Company Commander when most officers are fortunate to serve one assignment as a Commander. Other assignments included platoon leader, company executive officer, personnel officer, operations and plans officer, and senior training manager.
Awarded the Bronze Star for service in Operation Desert Shield/Desert Storm
Saved the Army $1.1 million during deactivation of an organization by reducing equipment and maintenance turn-in costs to only $75,000 from an estimated $1.2 million in 1995
Formally recognized for efforts as the Installation of Excellence Project Officer at Fort Jackson, SC when it was selected as the Armys #2 Large Installation in the world in 1990.
Formally recognized on several occasions for efficiency and for developing systems which improved training and operational effectiveness

EDUCATION

Bachelor of Business Administration, General Business/Computer Data Processing, 1986
Texas A&M University-Kingsville