Optimize business operating performance and bottom-line profitability by focusing on:
Expectations - Recognizing and balancing the diverse expectations of owners, lenders, contractors and financiers.
Project Planning - With clear expectations, developing a plan that will meet those objectives while allocating the resources to maximize results.
Risk Assessment - Identifying and managing the inherent risk of any project in order to generate the highest ROI with the lowest probability of loss.
Execution - Bringing all the elements of the project together (capital, material, labor) and directing the implementation of the project to completion.
Customer Satisfaction - Throughout the cycle, maintaining the highest level of customer satisfaction through open communication such that the relationship will drive future revenue opportunities.
Personal traits consistently employed to produce results have included:
Collaborative leader
Results-oriented manager
Open, approachable communicator
Positive, proactive team builder
Analytical problem-solver
Linked In Profile URL http://www.linkedin.com/in/projectoneconsulting
Webfolio : http://www.webprofile.info/tharry/
KEY QUALIFICATIONS
Complex Project Life Cycle Management
Reduced the cost of a large-scale university project by $20 million during pre-construction without compromising the program and design intent.
oSuccess Story #1: Effective Management Reduces Costs by $20 Million
Led a team to mitigate a $3 million cost overrun and a six-month schedule delay on a $94 million hospital replacement project.
oSuccess Story #2: Improved Reporting Procedures Reduce Delays by 50%
Needs Analysis / Solutions Development
Identified a new CM and negotiated contracts, saving over $1 million and avoiding costly litigation.
oSuccess Story #3: Negotiations and Reorganization Saves Over $1 Million
Secured a $125 million project and recruited a full professional staff for the project in less than one year.
oSuccess Story #4: Expert Organizational Structuring Secures $125 Million Project
Leveraging Strategic Partnerships
Resolved a major construction dispute to avoid delay on a $40 million University renovation.
oSuccess Story #5: Diplomatic Resolutions Avert Delays
Utilized connections with key subcontractors in order to win a $65 million lump sum contract.
oSuccess Story #6: Winning Bid Made on $65 Million Project
Facilities Planning / Costing / Negotiations
Developed a phased construction plan at a marine wildlife aquarium that preserved the health of the animals and saved $1.2 million.
oSuccess Story #7: Ecologically Sensitive Construction Project Saves $1.2 Million
Regulatory Compliance / Quality Control
Developed a campus-wide safety program that reduced the universitys overall insurance premiums by 25%.
oSuccess Story #8: Safety Program Reduces Insurance Premiums by 25%
Maximizing Financial Performance / ROI
Managed the design and construction team to develop sound and accurate value engineering in order to reduce budget by $2 million.
Performance Improvements / Metrics
Reworked the project schedule and reduced the construction time frame by three months, saving over $300,000 in general costs.
SUCCESS STORIES
1.)Effective Management Reduces Costs by $20 Million
A $225 million construction project was running over budget at nearly every phase of planning.
Worked closely with the academic dept. head to corral the program and reduced cost overrun. Initiated a more effective communication system with the construction manager to obtain more detailed estimates and identify costs more efficiently.
The project cost was reduced by $20 million without compromising the program and design intent.
2.)Improved Reporting Procedures Reduce Delays by 50%
A hospital construction project was six months behind schedule and $3 million over budget. The existing general contractor underbid project, did not have a competent project manager and the design documents were not coordinated properly.
Assessed the situation and recommended that the general contractor provide a competent replacement staff. Developed a realistic construction schedule, proper reporting procedures, and assessed change orders. These improved reporting procedures allow the hospital to receive critical information in a timely fashion to improve decision-making.
The project delay was reduced by over 50% and further cost overruns were mitigated effectively.
3.)Negotiations and Reorganization Saves Over $1 Million
The project required a more qualified construction manager to complete an extremely important project. However, replacing the existing CM exposed the owner to potential legal action.
Effectively sought and identify proposals from qualified individuals and negotiated a new contract with the replacement CM at a reduced cost to the owner. The existing CM was placed into a new position with a reduced role in order to avoid a lawsuit.
The owner avoided litigation and saved over $1 million in CM general conditions and fee.
4.)Expert Organizational Structuring Secures $125 Million Project
A startup construction management firm had a great deal of potential business, but an extremely busy construction market made it difficult to acquire top talent. Time was also an issue to retain large projects.
Higher multiple recruiting firms and created financial incentives to attract top talent. Personally interviewed and hired skilled employees while establishing a management organizational structure to begin operations as quickly as possible.
The background and experience of the newly hired talent allow the company to pursue and acquire a $125 million project.
5.)Diplomatic Resolutions Avert Delays
The architect, construction manager, and project manager were continuously at points of contention with one another on a $40 million project. The project suffered errors and faced delay before construction even began.
Determined that a formal partnering session was required and facilitated dialogue between all parties. Created a communication system that put aside personality issues and focused on getting the project back on track.
The diplomatic solutions were a success and the $40 million project began on schedule.
6.)Winning Bid Made on $65 Million Project
The slumping economy increased competition in the lump-sum bid market, and the company was not used to such aggressive bidding practices.
Establish relationships with key contractors that gave the company competitive pricing. Discounted the final bid amount based on my knowledge of the subcontractor market.
The company was successful in winning the bid and secured a desperately needed $65 million contract.
7.)Ecologically Sensitive Construction Project Saves $1.2 Million
The renovation of a popular aquarium required the careful relocation of marine mammals to another facility. However, the relocation process was expensive and created stress in the animals that was potentially fatal.
Worked closely with aquarium administrators and trainers to develop a carefully executed phased construction plan that kept animals on-site in temporary holding tanks.
The project saved the aquarium $1.2 million over the course of the project while preserving the health and happiness of the animals.
8.)Safety Program Reduces Insurance Premiums by 25%
The university needed to determine whether a Owner-Controlled Insurance Program (OCIP) based on the universitys large capital building program would produce cost savings. However, numerous safety incidents have plagued previous building projects, increasing insurance costs to unsustainable levels.
Analyze and determine metrics that evaluated the viability of an OCIP and formed a safety committee representing various internal departments to re-create a campus-wide safety policy that met or exceeded OSHA requirements. Implemented safety and enforcement policy with CMs that lowered the number of safety incidences on projects.
The Owner-Controlled Insurance Program was successfully implemented, saving the university approximately $1 million in annual insurance costs
WORK HISTORY
Project One Consulting, LLC, Woodbridge, CT 2007Present
Provide diverse customer base with owner representation and management services for multimillion-dollar projects throughout all phases of design and construction.
Principal Owner
$2 million reduction in owners budget realized by leading design and construction management team in development of sound and accurate value engineering that moved project forward.
Saved owner $1+ million and avoided costly litigation by identifying new CM, and writing and negotiating CM contract.
Reduced construction time three months and saved owner more than $300,000 in general conditions cost by reworking project schedule with CM.
Yale University, New Haven, CT 20042007
Prestigious Ivy League college undertaking $4 billion capital improvement program of academic classroom facilities and new research buildings.
Director of Construction Management
Led team of construction professionals in providing construction management expertise for all capital projects. Developed, implemented, and provided executive oversight for ongoing improvement of construction and consultant contracts to facilitate $500 million annual capital spend.
$20 million cost reduction of largest and most complex project achieved during preconstruction.
Contributed to 25% reduction in insurance premiums for construction-related accidents by developing campus-wide safety program that decreased accidents 75% and exceeded OSHA requirements.
Refocused disparate preconstruction team through intense mentoring sessions that enabled $40 million renovation of prestigious residential college to begin on schedule.
Turner Construction Company, Milford, CT 19892004
Largest general contractor in the U.S. with almost 3,000 employees in 40 nationwide offices.
Project Executive (20022004)
Managed client relations, all phases of construction, project safety, and provided executive oversight during preconstruction, contract negotiations, and project staffing.
Led team that mitigated $3 million overrun and six-month delay as owner's representative for Greenwich Hospital's $94 million hospital replacement project.
TBI Construction Company, Inc., New Britain, CT
Startup construction management firm with 50 employees and $75 million in annual construction volume.
Senior Vice Present of Construction (20002002)
Managed all day-to-day business and technical operations of startup firm specializing in large complex projects from $10 million to more than $150 million. Oversaw risk management and marketing.
Pursued and acquired $125 million project by recruiting 50-member professional staff in 12 months.
Turner Construction Company, Milford, CT
Project Executive (19962000)
Purchasing Manager (19921996)
Purchasing Agent (19891992)
EDUCATION & AFFILIATIONS
B.S., Construction Management, ARIZONA STATE UNIVERSITY, Tempe, AZ
Connecticut Construction Industries Association, Member
Associated General Contractors of Connecticut, Member
|
