JUSTIN RUNDLE
PE, MBA, PMP, CCM, CCCA, LEED-AP, CDT


EDUCATION

MBA - Business Administration - University of Iowa, 1989
MS - Industrial Engineering - University of Iowa, 1989
BS - Mechanical Engineering - Iowa State University, 1984


REGISTRATIONS / CERTIFICATION

Professional Engineer in five states - Arizona Mechanical (#39899), Arizona Civil (#47956), New Mexico (#16988), Texas (#97804), Michigan (#41889), & Kentucky (#18344)
Licensed Class A General Contractor in Arizona, #ROC220055
Project Management Professional (PMP) by the Project Management Institute (PMI), #416037
Certified Construction Manager (CCM) by the Construction Mgmt Certification Institute (CMCI), #A0931
Certified Construction Contract Administrator (CCCA) from the Construction Specification Institute (CSI)
Certified Document Technologist (CDT) from the Construction Specification Institute (CSI)
Arbitrator for the American Arbitration Association
Leadership in Energy and Environmental Design - Accredited Professional (LEED-AP) by the Green Building Certification Institute (GBCI)
Grade 4 Operator for Water / Wastewater plants in Arizona in four categories across the board, #22168


WORK EXPERIENCE SUMMARY

Mr. Rundle has more than 20 years of construction work experience on heavy civil, industrial, and commercial construction for automotive, water and wastewater, and commercial projects, including working internationally for 5 years. Mr. Rundles specialization is project management, construction management, construction engineering, scheduling, change orders, claims, litigation support, and expert witness services.


DETAILED PROJECT WORK EXPERIENCE

BHP Billiton New Desalination Plant Project 2008 to Present Santiago, Chile. Employed by Black & Veatch, Mr. Rundle is the area construction manager for the $400 M reverse ossmossis plant portion of a $1.5 B project. The full project includes a 1,400 m3/day (37 mgd) seawater reverse ossmossis (SWRO) plant, a 40 pipeline extending 190 km to a copper mine at 10,000 feet above sea level, and five high pressure pump stations rated at 25 MW each. Work activities include construction management, schedule development, contracting strategy development, teambuilding, design review, chairing weekly meetings with the Owner, constructability reviews, etc.

91st Avenue Wastewater Treatment Plant Litigation Support - 2006 to 2008 - Phoenix, Arizona. Employed by Black & Veatch, Mr. Rundle was a technical consultant for litigation involving the City of Phoenix and Earth Tech in a $200 M lawsuit. Basic work activities include support for expert witness testimony, reviewing defecitive work statements by the Engineer, evaluating defective work for contract requirements, estimating damages, reviewing work progress, attorney information gathering, and advising attorneys regarding technical issue.

Northwest Valley Water Reclamation Facility Upgrade - 2003 to 2006 - Sun City West, Arizona. Employed by Arizona American Water, Mr. Rundle was the project manager working 5 to 20 hours per week for a $10 M, 3 mgd to 5 mgd WWTP upgrade project. When Mr. Rundle was assigned to the project, the construction was approximately 75% complete. Work activities included leading weekly and bi-weekly coordination meetings, reviewing and approving change orders, final change order meeting with negotiations to close out contract, developing and managing a large punch list, approving billings, reporting costs, coordinating work with operations, and project start-up. The project went to the Surety in 2005 when the Contractor refused to correct defective work - a large pump that was vibrating excessively. In mid 2006, the Surety refused responsibility for the defective work and Arizona American Water was considering litigation.

Agua Fria Trunk Pipeline - 2004 to 2006 - Buckeye, Maricopa County, and Surprise, Arizona. Employed by Arizona American Water, Mr. Rundle was the project manager working 5 to 30 hours per week for the $11 M Agua Fria trunk pipeline project. The project was a 13 mile pipeline composed of mostly 24 and 30 inch ductile iron pipe connecting four existing water plants with a future water plant. The project was already designed when Mr. Rundle was assigned to the project. Work activities included construction bidding and award, leading weekly coordination meetings, reviewing and approving change orders, final change order meeting with negotiations to close out contract, developing and managing a punch list, approving billings, reporting costs, coordinating work with operations, and start-up activities.

Tubac Water Plant and Arsenic Treatment System - 2004 to 2006 - Tubac, Arizona. Employed by Arizona American Water, Mr. Rundle was the project manager working 5 to 20 hours per week for the new $3 M Tubac water plant project. Because federal law reduced the arsenic levels in drinking water from 50 to 10 parts per billion (ppb) starting in 2006, water treatment equipment was required for three of the four wells serving Tubac. In 2004, a centralized water treatment facility was determined to be the most economical treatment method. In 2005, the centralized water plant was designed and went out for bids. The construction contract was awarded, but work did not start because Tubac citizens notified the Arizona Corporation Commission (ACC) of high water rate increases, and the ACC would not support the project costs. Tubac did not meet the new federal mandate for new arsenic levels for drinking water and Arizona American Water faces potential fines. Work activities included meeting with the Tubac citizens council, bidding and awarding design work, monitoring and reviewing design work, bidding and awarding a construction contract, approving billings, and reporting costs.

Tubac Well No. 5 Equipping - 2005 to 2006 - Tubac, Arizona. Employed by Arizona American Water, Mr. Rundle was the project manager working 5 to 20 hours per week for the new $400 K Tubac well no. 5 equipping project. The 500 gallon per minute (gpm) well was equipped with a new well pump, hydropneumatic tank, site fencing, electrical system, and controls. Work activities included coordinating design activities, bid and award of the design and construction contracts, reviewing and approving design drawings, leading construction kick-off and construction close-out meetings, reviewing and approving change orders, developing and managing a punch list, approving billings, reporting costs, and coordinating start-up activities.

Tombstone High School Water System - 2005 to 2006 - Tombstone, Arizona. Self employed and working as a consultant for the Orcutt/Winslow Partnership, Mr. Rundle inspected, developed a punch list, troubleshot, and certified the Tombstone High School water system construction. The system consisted of a 100 K gallon water tank, and 5,000 gallon hydropneumatic tank, and a packaged booster system with a diesel fire pump.

Tierra Del Rio Water Plant - 2005 to 2006 - Maricopa County, Arizona. Employed by Arizona American Water, Mr. Rundle was the project manager working 5 to 10 hours per week for the $4 M Tierra Del Rio water plant project. The project was a reservoir and pump station for the new Tierra Del Rio development. Work activities included reviewing and approving design drawings.

Rancho Cabrillo Booster Station - 2005 to 2006 - Maricopa County, Arizona. Employed by Arizona American Water, Mr. Rundle was the project manager working 5 to 10 hours per week for the $1 M Rancho Cabrillo booster station project. The project was an in-line booster station required to deliver adequate water pressure in 16 piping during fire flow conditions for the Rancho Cabrillo development. Work activities included reviewing and approving design drawings.

McDonald Main Extension - 2005 to 2006 - Paradise Valley, Arizona. Employed by Arizona American Water, Mr. Rundle was the project manager working 5 to 20 hours per week for the $450 K water main extension project. The project consisted of 3,000 feet of 16 ductile iron pipe near the intersection of McDonald and Tatum to increase fire flow capacity. Mr. Rundle was assigned to the project after the construction contract was awarded. Work activities included attending coordination meetings, reviewing and approving change orders, final change order meeting with negotiations to close out contract, developing and managing a small punch list, approving billings, and reporting costs.

Northwest Valley Water Reclamation Facility - 2005 to 2006 - Sun City West, Arizona. Employed by Arizona American Water, Mr. Rundle was the project manager working 5 to 20 hours per week for $225 K in small improvements to a 5 mgd WWTP. Improvements included equalization basin lining changes, installing new telescoping valves in aerobic digesters, installing a new odor control unit, installing a new 125 hp blower, changing the piping configuration at a lift station, replacing chemical pumps, installing a new sludge pump, installing a 1500 gallon sodium hypochlorite tank at the sand filter effluent, and engineering review of high nitrogen levels in the effluent. Work activities included identifying potential improvements with operations, performing or subcontracting for engineering services, negotiating contracts or purchase orders, approving billings, reporting costs, and coordinating work and start-up with the existing operations.

Alfred Merritt Smith Water Treatment Plant - 2004 to 2005 - Las Vegas, Nevada. Self employed and working for Ames Construction as a design consultant, Mr. Rundle designed expansion loops for new piping systems. Work activities included visiting the site to review site conditions, reviewing drawings to understand the piping systems, performing calculations to estimate temperatures in Trenwa trenches and pipe tunnels, and designing pipe expansion loops for about 12,000 feet of piping. Ames contested the design and installation of expansion loops not shown on the Bid Documents, and this issue went to mediation and arbitration.

Faith Family Church Water System Conceptual Design - 2005 - Chandler, Arizona. Self employed and working for Focus Engineering as a design consultant, Mr. Rundle developed conceptual plans for the $200K water plant at the Faith Family Church, which is located outside of the City of Chandler water system. The water plant consisted of a small well, two hydropneumatic tanks, booster pumps, a fire pump, and a fire flow water storage tank.

Youngtown Force Main Replacement - 2005 - Youngtown and Sun City Arizona. Employed by Arizona American Water, Mr. Rundle was the assistant project manager working 5 to 10 hours per week for the $1 M force main replacement project. The project consisted of 5,000 feet of 12 ductile iron pipe with an 8 HDPE stand-by pipe along of Peoria Avenue from 111th Avenue to 99th Avenue. The old force main was 38 years old and failed during the start-up of the Youngtown Lift Station Improvement Project. Mr. Rundle assisted another project manager with the project, and work activities included attending coordination meetings and reporting costs.


Tubac Chlorination Project - 2004 - Tubac, Arizona. Employed by Arizona American Water, Mr. Rundle was the project manager working 5 to 10 hours per week for a $50 K project to install chlorination equipment at three wells in Tubac. Two wells were equipped with tablet chlorination equipment, while one well was equipped with liquid chlorination equipment. Work activities included designing the systems, awarding purchase orders, negotiating time and material contracts for installation, approving billings, reporting costs, and coordinating start-up activities.

Youngtown Lift Station Improvements - 2004 - Sun City, Arizona. Employed by Arizona American Water, Mr. Rundle was the project manager working 5 to 20 hours per week for a $300 K lift station improvement project. Mr. Rundle was assigned the project when the work was approximately 90% complete. The project consisted of larger submersible pumps, new variable speed drives, and a new emergency generator at an existing lift station. Work activities included developing and managing a small punch list, approving billings, reporting costs, and coordinating start-up activities.

99th Avenue Sewer Improvements - 2004 - Sun City, Arizona. Employed by Arizona American Water, Mr. Rundle was the assistant project manager working 5 to 10 hours per week for a $1.2 M sewer re-lining project for four miles of 36 inch pipe. As the assistant project manager, Mr. Rundles work activities included attending progress meetings, documenting projects costs, and assisting the lead project manager with his tasks.

Rancho El Dorado Water Reclamation Facility - 2002 to 2003 - Maricopa, Arizona. Employed by Aquatec, Inc., a general contractor based in Rockford, Illinois, Mr. Rundle was the construction manager for a $5 M, 1 million gallons per day (mgd) sequenced batch reactor (SBR) wastewater treatment plant (WWTP) construction project. Work activities included bidding, negotiating and recommending contract awards, managing four prime subcontractors and six smaller subcontractors, supervising and coordinating general construction activities, making and coordinating design changes, evaluating and negotiating change orders, meetings with the Owner, and involvement with Surety, attorneys, and an arbitrator after project completion for a dispute.

Ford Amazon Automotive Assembly Plant - 2000 to 2001 - Camacari, Brazil. Employed by J.S. Alberici Construction, a general contractor based in St. Louis, Mosouri, Mr. Rundle was the construction manager for the $20 M body shop and conveyor bridges portion of a $600 M, 60 car per hour assembly plant. Work activites included supervising three engineers, coordinating work for about 15 contracts totaling $14 M, monitoring construction activities, coordinating design issues with the architect, developing field design changes, approving billings, negotiating change orders, and integrating construction with process equipment installation.

General Motors Oklahoma City Paint Shop - 2000 - Detroit, Michigan. Employed by Albert Kahn and Associates, Mr. Rundle was the planning engineer for the $300 GM Oklahoma City Paint Shop Project. Work activities included reviewing preliminary design drawings and developing a 1,200 activity schedule that coordinated construction and process installation activities.

Chrysler Kokomo Transmission Facility Addition - 1999 - Kokomo, Indiana. Employed by Albert Kahn and Associates, Mr. Rundle was the architectural representative for a $3 M building addition at the Chrysler Transmission Facility in Kokomo, Indiana. Work activities included daily review of construction activities, attending weekly meetings, punch list development, and RFI responses.

General Motors Hummer Automotive Assembly Plant - 1999 - Detroit, Michigan. Employed by Albert Kahn and Associates, Mr. Rundle was the planning engineer for the $600 Hummer automotive assembly plant in South Bend, Indiana. Work activities included reviewing preliminary design drawings and developing a 1,000 activity schedule that coordinated construction and process installation activities.

Mercedes Benz A Class Automotive Assembly Plant - 1996 to 1999 - Stuggart, Germany and Juiz de Fora, Brazil. Employed by Albert Kahn and Associates, Mr. Rundle was the project controls engineer for a $420 MM, 17 car per hour, Mercedes Benz automotive assembly plant in Juiz de Fora, Brazil. Work activities included planning the construction and process equipment installation, supervising a team of 4 Brazilian nationals for scheduling, cost control, change order, and document control activities, and publishing monthly report detailing project progress.

Detroit PC-665 Process Instrumentation System Upgrade - 1993 to 1996 - Detroit, Michigan. Employed by Westin Engineering, Mr. Rundle was the construction manager for the wastewater treatment portion ($70 M) of a $133 M instrumentation upgrade of the Detroit Water and Sewerage Departments water / wastewater systems. Duties included supervising eight engineers and superintendents for construction related activities, writing approximately 75% of correspondence for the project construction management, and reviewing / negotiating 140 change order issues totaling $27 M in claims. Project went into litigation in February of 1996.

General Motors Moraine Paint Shop - 1992 to 1993 - Moraine, Ohio. Employed by Drr Industries, a paint shop process equipment contractor based in Plymouth, Michigan, Mr. Rundle was the project engineer for $90 M in process equipment contracts for a $159 M, 60 cars per hour, GM paint shop project. Project went from foundations to painting cars in 14 months. Work activities included equipment installation planning, negotiating schedules with contractors, updating the schedule weekly, developing punch lists, and monitoring / reporting the punch list status.

Toyota Assembly Plant Expansion - 1991 to 1993 - Georgetown, Kentucky. Employed by Giffels and Associates, an architectural / engineering firm based in Southfield, Michigan, Mr. Rundle was the lead scheduler and a project engineer for the construction portion ($210 M) of an $800 M, 60 cars per hour assembly plant for Toyota. Work activities included developing the master schedule for the project, assisting with the schedule requirements of each contract, negotiating schedules, monthly schedule updates, and assistant superintendent for the Assembly Shop construction contracts.
Chrysler Jefferson Automotive Assembly Plant - 1989 to 1991 - Detroit, Michigan. Employed by Barton Malow, a general contractor based in Southfield, Michigan, Mr. Rundle was a scheduler and a project engineer for the construction portion ($180 M) of a $1.2 B, 60 car per hour assembly plant for Chrysler. Work activities included developing schedules, updating schedule for a monthly report, and assisting superintendents with the roofing, siding, and misc. construction contracts.


SKILLS / TRAINING / CLASSES

Broad construction related knowledge and varied engineering background, from working in on-site office trailers for fifteen years. Extensive design knowledge in automotive engineering from working on seven major automotive projects. Extensive design and operations knowledge regarding water and wastewater plants, from working for a water company for 3 years. Excellent overall computer skills. Thirty words per minute typing speed with good writing and communication skills. Leadership developed from many activities - junior high and high school student council president, manager for many small groups on construction projects, and a previous small business owner with four employees. Portuguese and Spanish language skills from living in Brazil and Chile. Classes or training include -

Business and Banking Classes - University of Kentucky, 1993
Better Business Writing - Macomb Community College, 1994
Leadership Training for Managers - Dale Carnegie, 1995
OSHA 10-hour Training Course - Black & Veatch, 2006
Principles of Project Management - Mesa Com. College, 2006
How to Write Better and Faster - Rockhurst University, 2006
Construction Law - Gateway Community College, 2007
WWTP Operations - Gateway Community College, 2007
Arbitration Fundamentals Training AAA, 2008