KELLY C. DYER

Senior Executive Profile
Homebuilding

Management Executive successful at building high-performance teams and leading progressive homebuilding organizations with P & L responsibility up to $120 million. A hands-on entrepreneurial management style with a clear sense of purpose and urgency when faced with diverse challenges during periods of both rapid growth and declining markets. Skilled at establishing operational excellence within diverse economical environments as well as planning and executing business development campaigns designed to improve market share, gross revenue along with continuous improvement.

Key qualifications include:

Strategic Planning Value Engineering and Product Design
Land and Lot Acquisitions Cost Reduction & Profit Optimization
Sales and Marketing Leadership Operations Management
Forecasting and Budgeting
Implementation of Continuous Improvement Processes
Customer Relationship Managing (Quality Control)

Management Philosophy

A manager must stress teamwork over individuality. Recognizing the cause of a problem will eliminate waste and increase customer satisfaction. Excess overhead is wasted profit. Sales and production must communicate, manage, and solve problems together by developing cohesive strategies that provide innovative and cost effective solutions.

PROFFESSIONAL EXPERIENCE

Brighton Homes LP (a division of K. Hovnanian Company), Houston, Texas
Senior Vice President Land Acquisition and Development - (2002 to Present)

Responsible for starting the land department for this division of a public homebuilding company, resulting in the acquisition of over 1500 lots per year.

Oversee management of the construction training, storm water prevention and quality control department.

Interface with engineers, developers, and investors of (model homes, spec homes and lot banking facilitators)

Lott Brothers Engineering and Construction Company, Austin, Texas
Chief Operations Officer - (1999 to 2002)

Responsible for the financial and operations management of a privately held engineering, general and light commercial contractor.

Acted as Interim CFO for 18 months

Oversaw management of outside legal team hired to represent company with financially challenged customers.

David Weekley Homes, Dallas, Texas
Division President (1998 to 1999)

Completed extensive (9 month) sales and construction management training program
prior to starting a new division in Atlanta, Georgia.


Ryland Homes, Inc. Houston and Austin, Texas
Division President (1995 to 1998)

P & L responsibility for the Houston Division (18 months). Closed an average of 700 homes annually with revenues of $120 million in Houston and closed and average of 450 homes with revenues of $90 million in Austin, Texas (14 months).

One of three divisions nationally to make and surpass income and profit projections. Reduced overhead, cycle time, quality control and number of communities at the same time increased sales revenues.

Reduced G&As by eliminating four satellite offices.


Doyle Wilson Homebuilder, Inc., Austin, Texas
Division President (1992 to 1995)

P & L responsibility with average annual closings of 435 homes per year and with revenues of $85 million.

Restructured production department by eliminating a top-heavy construction management team. Improved purchase order system by not allowing starts without purchase orders and implemented a comparative bidding process. Uniform scheduling system was implemented and monitored at weekly production meetings. All managers became hands on team leaders and field personnel were held accountable for their actions.


Catalina Homes, Inc Orlando, Florida
Division President (1988 to 1992)

P & L responsibility for building over 1800 homes in a three county market. Built in an average of 18 single family and three multifamily communities annually. Manager of the year two years out of 4 divisions. Reworked computer purchasing system and biding process. Required daily communication between sales and production. Implemented a process that responded to customer issues on the same day of notification, increased customer interaction with production and sales department on a predetermined schedule. All of which increased customer satisfaction as measured by surveys during and after the building process.

Peerman Companies, Corpus Christi, Texas (family business)
President (1973 to 1988)

A privately held investment, architectural, development, and homebuilding firm in South Texas. Developed numerous townhome and residential projects. Managed commercial raw land portfolio in San Antonio, Houston, and Austin, Texas for private investors from 1985-1988. Started as Construction Superintendent in 1972, promoted to Construction Manager in 1975 and President in 1984.

Education:Business Management, Texas A & I University - Kingsville, Texas