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<pre>Array ( [var] => cut_url ) </pre> Resume for Doug P. for Executive Manager / Construction & Home Improvement in Rosemount, Minnesota. Search More Resumes for Executive Manager on Resumark.com #1GUFKXMBI
 

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Resume for Doug P. for Executive Manager / Construction & Home Improvement in Rosemount, Minnesota




Occupation: Executive Manager Industry: Construction & Home Improvement
Country: United States City: Rosemount
State: Minnesota ZIP: 55068



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Doug P.

Danbury Path  ®  Rosemount Minnesota

H:   ®  Cell   ®   
 

Leadership in Construction

 
 

Results achieving Director/Vice President of Construction/Real Estate 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 ontime project scheduling, diverse subcontractor, engineer, and architectural liaison, and project coordination from design concept to completion. Proven ability to utilize a crossfunctional 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”.

Core Competencies 

Construction Leadership Operations
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 CrossFunctional Teams

Professional Experience

 
 

FCA Construction/Life Time Fitness, Chanhassen, Minnesota  

Commercial Construction Company 

Director of Construction/Real Estate

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 interdependent with emphasis on coordinating and prioritizing resources across projects, departments, and all stake holders. Direct Reports: Indirect Reports: .

  • Project Turnaround. Inherited project that was behind schedule which could negatively affect revenue. Assessed situation, identified obstacles, developed, and implemented strategy within days. Resulted in project being completed on time and on budget which supported the generation of $ million in new revenue.
  • Cost Reduction. Recognized opportunity to reduce operational costs. Analyzed and evaluated processes, procedures, and staff; reengineered and developed new processes and systems; and conducted staff training within days. Resulted in saving $ million in one project while long term saving the company $ million over the next projects.
  • 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 days. Successfully built support functions that enabled company to achieve its aggressive growth objectives.
  • 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 months. Resulted in minimizing errors on building plans that produced $. million in cost savings within a year. 
  • 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 days. Resulted in future projects being completed on time and on budget.
  • Productivity Improvement.  Identified need to bring the purchasing function in house.  Assessed situation; developed and implemented business strategy within months. Led implementation of strategy that resulted in cost savings of $ million per project while increasing productivity.
  • Rapid Change.  Owner implemented $ 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 weeks project was successfully completed on time and on budget.
  •  

    Weis Builders, Inc., Minneapolis, Minnesota                            –  

    Commercial Construction Company 

    Project Manager

    multiple ongoing interdependent 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: Indirect Reports: .

  • Act of God.  Uncommon weather forced need to renegotiate 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 days. Completed project ahead of schedule which resulted in adding $, to the project margin profit.
  • Process Improvement. Owner “walk throughs” could be costly and time consuming.  For a story hotel with rooms, created and implemented a prepunch 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  

    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: Indirect Reports: . 

    Project Manager: Bremer Construction Company, St. Paul, Minnesota      

    General Contractor 

    Superintendent/Project Manager: MetCon Companies, Bloomington, Minnesota    

    General Contractor 

    Project Manager: P. Construction, Inc. Prairie du Chien, Wisconsin    

    General Contractor

    Education 

    Bachelor of Science Degree, Marketing/Management UNIVERSITY OF WISCONSIN

    Working on MBA in Construction Management at Villanova University

    Sustainable Energy and Green Building Certification – Minnesota State University

    Professional Associations 

    American Marketing Association

    MDA Leadership


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