JOHN WEBSTER

Education:Baruch, City University of New York: MBA, Concentration in Real Estate, 2006
Northumbria University, Newcastle, England: BS (Honors) Construction Management, 1998

Experience: NEWMARK KNIGHT FRANK, 125 PARK AVENUE, NEW YORK, NY

Senior Project Manager (Sept, 2008 to March, 2009):
Project Management Executive in charge of global capital projects for Avaya, headquartered in Basking Ridge, NJ. Provide strategy and implementation for Avayas real estate portfolio of 15 million square feet of office space. Identify closure, consolidation and downsizing opportunities on current leased properties and recommend more cost effective alternatives. Manage construction projects from the approval of concept idea through design development and construction to closeout.

Manage Avayas 2009 capital budget of $40 million. Responsible for all capital expenditures and the forecasting of cash flows for the fiscal year 2009.
Managed the build out of a 91,000 SF office space in Buenos Aires, Argentina. The project was completed on budget and ahead of schedule. Hired a local project manager and architectural firm for the assignment.
Present monthly financial outlook reports to Avaya real estate executives on a project by project basis, which consists of 116 Projects currently under construction throughout the world. Key report measures consist of year-to-date performance, budget versus actual, year-over-year performance.
Identify Avayas real estate requirements in terms of headcount, finishes, occupancy, security, IT, parking, HVAC, labs, FF&E etc and ensure that they are realized through the project management function.
Initiate financial processes for each project including approvals, capital acquisition administration, project initiation, payment terms, vendor approvals, bid solicitation, contract award and execution.

METROVEST EQUITIES INC, 731 Lexington Avenue, New York, NY

Assistant Vice President (February 2007 to September 2008): Project Executive responsible for development and construction management for the largest renovation project in New Jerseys history and currently the largest renovation project in the United States: The Beacon Project in Jersey City: www.thebeaconjc.com. This art deco landmark residential development consists of ten high rise buildings totaling over two million square feet with a construction value of $400 million. Hired and managed seven employees: a project manager, a project engineer, superintendents, foremen and an office assistant.

Pre-Construction:
Managed the design process from initial space planning through schematic design to design development and the execution of full construction documents. Ensured all drawings and specifications were coordinated and conformed to established parameters. Established and monitored project schedule.
Compiled construction estimates at each stage of design to ensure conformance with budget pro formas.
Reduced project costs from $22 million to $19.5 million on Phase 2 through value engineering analysis. This was achieved without downgrading finishes or deviating from the initial design intent.
Spearheaded the bidding process, bid leveling, contract negotiation and award.

Construction Phase:
Generated $932,000 of savings on change orders with a submitted value of $8.5 million in 2007. This was achieved through the design and implementation of processes and procedures for estimating, cost control and negotiations with construction managers and subcontractors.
Secured and fostered results orientated relationships with PSE&G, Jersey City Police Department, Jersey City Municipal Utility Authority and Jersey City Department of Traffic and Transportation to expedite approvals for the project.
Wrote correspondence addressing contractual disputes of a legal nature and maintained case files.
Executed early start letters, letters of intent, contracts, purchase orders, scopes of work and RFPs.
Successfully closed out Turner Construction Company for Phase 1 of the project.
Accountable for the financial success of the overall project.

FAITHFUL & GOULD, 11 East 26th Street, New York, NY

Senior Consultant (March 2004 to November 2006): Provided construction cost management services to real estate developers and other major financial, commercial, residential, retail, hotel, aviation, educational and transportation clients. Duties included: estimating, pricing and scoping HVAC, plumbing, fire protection, electrical, utilities, site work, and interior finishes at feasibility, schematic, DD & CD levels for projects ranging in value from $7 million to $1 billion. Exclusive projects included:

Clinton Green, Tower 1 and Tower 2 Complex, NY: Provided pre-construction services to the developer of a major mixed use facility on Manhattans west side. The project consisted of two 24 story residential towers over a common 4 story base consisting of retail and two live performance theatres. Project strived for LEED silver rating. The Faithful & Gould team performed a CD estimate and reconciled with the CM, assisted in CM contract negotiations, prepared constructability reviews, and monitored LEED attainment.

The W Hotel, Hudson Street, Hoboken, New Jersey:Provided a full HVAC, sprinkler and plumbing estimate for a 275,000 square foot, 27 story mixed use hotel/condo from 50% design drawings. The task included a detailed analysis of various price elements e.g. per room type, per key, per functional area, per floor, 2 pipe v 4 pipe HVAC systems and break outs of base building areas and components.

SKANSKA USA CIVIL, 16-16 Whitestone Expressway, Whitestone, NY

Project Engineer (November 2002 to March 2004): Project management under a fixed price, lump sum contract for the Roosevelt Avenue Inter-Modal Subway Terminal Project. Scope of work consisted of a full architectural finishes upgrade to the existing subway, a street level control area, transfer stairs, platform canopy, underpass bridge and new bus terminal. Contract value $97 million.

Prepared quarterly MIS reports and presented to upper management.
Approved requisitions for payment based on work in place. Formulated detailed cost breakdowns.
Formulated cash flow analysis on a monthly and quarterly basis.
Created trend sheets to track direct project labor on a daily, weekly, monthly and quarterly basis.

J. A. JONES CONSTRUCTION GROUP, 6 East 43rd Street, NY

Mechanical Estimator (February 2001 to November, 2002): Compiled schematic, design development and full CD estimates for HVAC, Plumbing & Fire Protection:

Produced estimates ranging in value from $1 million to $145 million.
Project types included: auditoriums, hospitals, airports, schools, universities, research laboratories, high rise apartments, courthouses & prisons.
Clients included: GE, Delta Airlines, Bank of New York and Continental Airlines.
Generated scope sheets & take-offs for: cooling towers, ductwork, piping, AHUs, VAVs, reheat coils, chemical feeds, heat exchangers, fans, chillers and boilers.

Cost Engineer (May 2000 to February 2001): Managed cash-flow, cost control and change orders for Continental Airlines on their $1 billion Global Gateway Project at Newark International Airport designed by Skidmore, Owings and Merrill and TAMS Consultants. The project consisted of a new concourse, an immigration building, a control tower, an airside corridor link and a baggage claim. Upon completion, the facility became Continentals most important hub and outbound traffic doubled within a year of its launch.

Reconciled individual subcontracts ranging in value from $5 million to $40 million.
Negotiated and settled change orders in terms of scope and cost.
Assisted project managers and superintendants in day to day field operations.
Utilized Construct-Ware to manage subcontractor RFPs, RFIs and submittals.

PLANNED MANAGEMENT CONSTRUCTION, 27 West 24th Street, NY

Project Engineer (August 1998 to May 2000): Provided full general contracting services for a 210,000 square foot, seven story office renovation from inception through completion. Duties included: estimating, sending out RFPs and drawings, reviewing bids and leveling, sub contractor buyouts and awards and on site management and supervision through closeout. The client was Allied Office Products with a contract value of $25 million.