Director or Vice President - Building Trades Construction Resume Searc
Director or Vice President - Building Trades Construction Resume Searc
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Director or Vice President Resume


Desired Industry: Building Trades/Construction SpiderID: 28180
Desired Job Location: Minneapolis, Minnesota Date Posted: 8/11/2009
Type of Position: Full-Time Permanent Availability Date:
Desired Wage:
U.S. Work Authorization: Yes
Job Level: Executive (President, VP, CEO) Willing to Travel: Yes, More Than 75%
Highest Degree Attained: Bachelors Willing to Relocate: Yes


Objective:
Results achieving Director of Construction with a distinguished career leading a wide variety of exacting and demanding building projects. Effective organizer and problem solver with an established track record for on-time project scheduling, diverse subcontractor, engineer, and architectural liaison, and project coordination from design concept to completion. Proven ability to utilize a cross-functional approach to job completion. Change agent with outstanding strategic vision, leadership, communication and organizational skills, which have proven to be critical assets in developing a positive work environment, managing people, and exceeding company goals. Have managed full P&L, multi state and site circumstances, and ¡§hyper growth¡¨.


Experience:
FCA Construction/Life Time Fitness, Chanhassen, Minnesota 2000 - 2009
Commercial Construction Company

Director of Construction
Scope: Direct facility design, estimating, purchasing, negotiating contracts, and implementing change orders. Interface with city officials, negotiating permits, and insuring inspection compliance. Manage multiple ongoing inter-dependent projects with emphasis on coordinating and prioritizing resources across projects, departments, and all stake holders. Direct Reports: 8 Indirect Reports: 180.
„X Project Turnaround. Inherited project that was behind schedule which could negatively affect revenue. Assessed situation, identified obstacles, developed, and implemented strategy within 30 days. Resulted in project being completed on time and on budget which supported the generation of $6 million in new revenue.
„X Cost Reduction. Recognized opportunity to reduce operational costs. Analyzed and evaluated processes, procedures, and staff; re-engineered and developed new processes and systems; and conducted staff training within 90 days. Resulted in saving $4 million in one project while long term saving the company $280 million over the next 70 projects.
„X Hyper Growth. Challenged to manage aggressive expansion of the company. Determined business requirements, created, and led implementation of an operational initiative that including staffing and building of operational infrastructure within 90 days. Successfully built support functions that enabled company to achieve its aggressive growth objectives.
„X Team Approach to Cost Savings. Tasked with reducing operational costs. Analyzed and evaluated business metrics, built and led cross functional team to identify problem areas, developed, and implemented process and procedural changes within 6 months. Resulted in minimizing errors on building plans that produced $7.5 million in cost savings within a year.
„X Improved Regulatory Approval. Projects where being held up due to city and county regulations that threatened costs and deadlines. Researched and identified root causes, formulated and implemented strategy that included creation of new operational infrastructure within 30 days. Resulted in future projects being completed on time and on budget.
„X Productivity Improvement. Identified need to bring the purchasing function in house. Assessed situation; developed and implemented business strategy within 6 months. Led implementation of strategy that resulted in cost savings of $1 million per project while increasing productivity.
„X Rapid Change. Owner implemented $4 million in changes to project six weeks before opening. Assessed impact on project, created new project schedule, assembled the right team, and implemented the plan to completion. Within 6 weeks project was successfully completed on time and on budget.

Weis Builders, Inc., Minneapolis, Minnesota 1997 ¡V 2000
Commercial Construction Company

Project Manager
Managed multiple ongoing inter-dependent projects with emphasis on coordinating and prioritizing resources across projects, departments, and all stake holders. Customer, city, engineer, architect, and subcontractor liaison. Coordinated all aspects of commercial retail, housing, manufacturing, and hospitality construction. Estimating, negotiating, and awarding contracts. Direct Reports: 4 Indirect Reports: 25.
„X Act of God. Un-common weather forced need to re-negotiate existing reward and penalty clause in project contract to maintain margins. Conducted research with the national weather service and built business case. Presented and secured customer approval within 30 days. Completed project ahead of schedule which resulted in adding $144,000 to the project margin profit.
„X Process Improvement. Owner ¡§walk throughs¡¨ could be costly and time consuming. For a 7 story hotel with 600 rooms, created and implemented a pre-punch system. The owner¡¦s punch list walk through was so successful it was abandoned halfway through the commission process. This procedure was effectively implemented on all future construction projects.

Bellair Express, Edina, Minnesota 1995 - 1997
Express Freight Company

Operations Manager
Direct all facets of national and international courier operations and customer service function. Manage the efforts and activities of people, capital, and equipment resources to reduce costs, improve productivity, and enhance operating efficiencies. Direct Reports: 6 Indirect Reports: 10.

Project Manager: Bremer Construction Company, St. Paul, Minnesota 1993 -1995
General Contractor

Superintendent/Project Manager: Met-Con Companies, Bloomington, Minnesota 1991 -1993
General Contractor

Project Manager: Pellock Construction, Inc. Prairie du Chien, Wisconsin 1979 - 1991
General Contractor
EDUCATION


Education:
Bachelor of Science Degree, Marketing/Management - UNIVERSITY OF WISCONSIN
1983-1989


Skills:
Forecasting Strategic Planning Performance Management
Materials Analysis/Requirements Leading/Managing Change Process Improvement
Vendor Relations Training Customer Service
Contract Negotiations Leadership Development Operations Analysis
Multi Site/Multi Project Management P&L/Budget Building Cross-Functional Teams


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