Steven W. Fisher
111 Crystal Drive
Schwenksville, Pa. 19473
Cell Ph. 267-718-4572
E-Mail - springmthmb[at]aol.com


Dear Sir or Ms.

My Objective: I am looking to secure full time employment in any construction related category as this has been and will continue to be my true passion in life and provide me with a true sense of accomplishment. I am providing for your consideration a detailed list of my qualifications.

Employment History:

1994 Present: President and Owner of Spring Mountain Home Builders Inc. Harleysville, Pa.
A residential building and land development company. Developed ground, designed and marketed residential developments.
Responsibilities: Procure approved and unapproved land for residential development. Take unapproved raw ground from concept to final township approval. Locate, negotiate contracts for services and hire attorneys, engineers both design and field, to meet all township requirements. Attend all township meetings as company representative. Perform Value Engineering throughout process to insure improvement costs are minimized. Product Design Evaluate all levels of competition, determined target price for sales, developed in house product design working with cad. Perform budget analysis. Obtain bids from all contractors: usually 3 for each trade. Develop, review and Implement contracts and performance standards for all work to be performed. Develop all marketing materials working with marketing team for consumers, including home buying procedures, selection of customer options, homebuyer and construction communication, settlement and warranty procedures. Implement and oversee the development of company website: www.springmountainhomebuilders.com
Administer all types of insurance required for each job (i.e. Builders Risk, General Liability, and Residential Warranties). Hire and serve as liaison with all sub-contractors. Obtain all site work bids. Negotiate contracts and implement performance standards with selected Contractors. Co-ordinate all necessary design and work with Utility Companies. Develop and implement work schedule flow charts for both Site Work and Residential Unit Construction. Coordinate installation of Sales Trailers, Job Site Trailers, and or Sample House Construction and Interior Dcor with marketing. Determine Work Force Loading. Schedule all work both Site and Houseline. Directly oversee daily, all Site Work (Earthmoving, Pipework, Concrete, Roadwork , Paving )and Residential Unit Construction. Implement and maintain progress reports. Make all adjustments necessary to meet all goals and objectives. Devise, Implement and Enforce Site Safety Standards. Develop, implement all refuse disposal and recycling required for each site. Develop, bid, price and implement Customer Option Lists both standard and custom. Developed, implemented and directly administered all post settlement warranty work and customer service with all sub-contractors responsible. Approve all invoices for payment. Update and provide all Construction Completion Draws and reduction of Escrows for presentation to all banks, townships, and or boroughs and co-ordinate all required inspections- Federal, State, Local, and Utility Companies. Orchestrate all work necessary for Dedication of public improvements.


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1989 to 1993 President and Owner of Spring Mountain Construction Management- Spring Mt. Pa.
A Residential Construction Management Company.
Responsibilites: Provide opportunity to individuals or companies that already have access to land or other properties, the ability to increase their profit potential by developing and marketing residential products on the land as opposed to just flipping it to other residential developers. Showed clients how to design and implement a complete system to do so. Worked on a square footage of product flat fee basis. We would provide supervisory staff for all work performed. GC paid all bills for performed work. We worked in Conjunction with C&M Home Builders, Warrington, Pa. , whos principal income came from getting ground approved and then flipped it to large scale residential builders. We implemented our building systems and the first year we constructed 125 single family homes , then for the next 4 years we constructed from 150 to 200 Single and multi-family units/annually all on time and within 2% of their projected budget.

Reason for Change in Employment: Had opportunity start my own small business .

1981 to 1989 Construction Manager for The Quaker Group, Montgomeryville, Pa.
A Residential Development Company.
Responsibilities: Construction Manager for both Residential and Commercial Developments.
During the years of my employee the Quaker group was listed in the top 100 residential developers in the U.S. by professional builder. Working under the direct guidance of the owner Streeper Karr III it was during my tenure here that I developed and honed my skills with Cost Control, and Personnel Management. This was accomplished with control documents and quality control communication both written and verbal. Directed all activities associated with the acquisition, design and development of over 2500 residential units comprised of Apartments, Townhouses, Twins and Single Family Homes.
In addition to this I was Construction Manager for the Commercial Division for 3 years. During this time this division purchased, designed and successfully rehabbed including tenant fit out, shopping centers.
We developed muti-zoned properties combining residential and retail/commercial. This included leasing, design, construction, and tenant fit out of banks, restaurants, and retail pad and strip stores.
We also successfully designed, built and then owned and operated a 141 bed assisted living facility.

Reason for Change in Employment: Had opportunity for greater responsibility and income.


1979 to 1980 On Site / Site Work Superintendant Hanselmann Construction, Cologne, N.J.
Responsibilities: Scheduling and overseeing all work associated with the New Athletic Track, Field and Public Facilities at Trenton State College. Trenton,N.J.. Constructed a new combination football /soccer synthetic turf field and track facility. At time of completion this was the only field like it in the U.S. as it had no crown in the field. All site drainage was accomplished with porous materials over buried storm drainage systems. The only other facility like it was in England.

Reason for Change in Employment: Job was completed . Offered a more secure position.




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1976 to 1979 On Site Superintendant Blaine Wadman Construction, Ogden, Utah
Responsibilites: Daily site representative scheduling and overseeing all on site activities for the construction of Branch Banks, and LDS Churches. Temporarily located in Gorman, California half way between Los Angeles and Bakersfield to construct a community branch of the Mormon Church. Included indoor Classrooms, Offices, Gymnasium, Auditorium with Stage, Audio and Video Capabilites, Cafeteria, Restrooms and Baptismal Font. The site development included extensive retaining walls , elevated parking lots and construction of tank for drinking water and fire protection in Mountain Terrain.

Reason for Leaving: Divorce from my first wife. Relocated to Pennsylvania.




Education: 4 Years College in Interior Design and Architecture University of Colorado
Utah State University
Skills and Trades: Performed as framing and trim carpenter for 4 years .
Computer proficient in Microsoft Office Word, Excel.
Photography digital and film


Marital Status: Married for 22 years with 2 Children both are attending college.





References:
Ed Mullen -Attorney at Law- Hamburg, Rubin, Mullen, Maxwell and Lupin Worcester,Pa.
215-661-0400

Steve Deodata - Owner Summit Electric, Residential and Commercial Electrical Contractor-
Warminster, Pa. 215-672-8300

Paul Worthington -Head of Operations , Northeast Building Systems Lumber and Building
Supplies, Birdsboro, Pa. 610-898-1122

Jack Kibblehouse- Owner Haines and Kibblehouse Site Contractors and Developers
2052 Lucon Rd
Schwenksville, PA 19473
Phone: (610) 584-8500

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TRANSFERABLE SKILLS

1)Upon being hired in 1981 by the Quaker Group, I was placed on an active new 245 unit residential home subdivision. I was hired to replace the existing on site superintendant. It became immediately evident that the job was in a complete state of chaos. I had several meetings with all the players ie. subcontractors, vendors, and suppliers. After allowing all those involved to voice what they viewed to be the problem it was decided the most effective means of correcting the existing problems was to develop control documents. The 1st of these was to develop performance standards outlining in detail what each individual contractors responsibilities were, how long they had to perform the work and what tests were to be performed to prevent installation defects wherever possible. A work force loading analysis was performed to determine manpower requirements in order to meet production schedules. Every subcontractor was required to sign the performance standards which were made part of their contracts. The result was that within 2 weeks order was reestablished, quality control was back in place, and overall job moral and pride was improved 300%.


2)After my employment by the Quaker Group in 1981 and my 5 year stint as Construction Management from 1989-1993 I was finally able to figure out that Quality Control and Customer Service was most effectively implemented by making every person that performed the actual task responsible for getting it right the 1st time. For years and even today large scale developers continue to adopt the philosophy that the way to maintain production schedules is to not worry about defects occurring and hire and maintain a separate and unrelated crew of employees dedicated to correcting the work that was done incorrectly the 1st time by the responsible sub-contractor. I implemented and strictly enforced the necessity for those responsible for creating the problem being responsible for correcting it. The number of problems or defects decreased significantly and a concentrated effort was made to do it right the 1st time.
It was not practical to expect an individual Customer Service team member to be an expert in all the trades necessary to address all the different problems that were surfacing in a competent professional manner.The only obvious solution is to have the specific trade perform the specific work correctly. This also repeatedly resulted in lower unit indirect cost.


3)When working with multiple concurrent large scale residential projects it was necessary to develop a procedural model that could be transferred and duplicated in any location and have a successful result. This was accomplished by developing procedures and documents that were derived from exposure to real life situations that also maintained enough flexibility to address the human component in all of us.


4)Meeting production goals and objectives has always been a prime directive. Once a successful procedural models components have been identified and put into place then it is necessary to be able to track, anticipate needs and make timely adjustments in order to insure you will meet the goals and objectives. I developed documents with task and time association for two week schedules to be updated weekly and a monthly flow chart that has a direct association with the two week schedule. This enabled supervisory personnel to efficiently track event progress daily, weekly and monthly in a simple set of forms. The could see at a glance where they needed to make adjustments in order to meet the production goals. If there were going to be a problem with meeting a goal there was time to prepare for it so there were no surprised or disappointed customers.


5)It was always very important to remember that constant communication with the customer was of the utmost importance. This must start at the very onset. Marketing and Construction or Production must seamlessly integrate so the customer always feels confident in the companys ability to meet all their expectations. Again development of documents that ask all the necessary questions resulting in a complete and accurate plan or work order that communicates clearly to the entire working community or team all the information necessary to complete and satisfy the customer.
Just as important is face to face meetings with the customer by marketing and production maintaining continuity of personnel whenever possible to develop a repore and comfort level with the customer.


6)Cost controls Development of purchase orders that are continually evaluated and adjusted in the field and verified by the purchase order developer in a timely manner are paramount to maintaining accurate cost projections. Direct Costs can be quantified and are usually more of an identifiable constant. It is important though that Make Buys are performed. This is the process used when you actually research and identify the sub-contractors actual costs in material and labor so when you negotiate with them you are fair and allow them to make an acceptable profit but are able to reduce and control costs because you have accurate cost information. Indirect costs are something that are dependent on
a long list of variables. The list of variables can and is most often extensive, so historical records and lists are important to maintain and continually add to in order to develop a valid budjet for Indirect Costs. An example of an indirect cost that I successfully evaluated and modified resulting in an annual savings of over 1,250,000.00/Yr. was working out a recycling program for the on site waste/dumpster expense. By requiring materials be separated at the on site dumpsters the cost was cut by 50%.
It is important to continually Monitor, Evaluate, and Tweak the processes.

The moments I found most satisfying in my career is when I took the time to set back and look at how much work was being accomplished by a team that I loved being privileged to orchestrate.