STEVEN C. PICK
3 WAKEMAN CIRCLE
HILLSBOROUGH, NJ 08844
908-359-1544 home phone
973-703-5448 cell phone
stevencpick[at]yahoo.com
Thursday, August 12, 2010
Attached are my resume and project history which I respectfully submit for your consideration.
I have over two decades of construction management experience as I climbed the ladder within several local construction firms. Over the past 5+ years, I have focused my efforts and services as an Owners Representative / Program Manager employed by large construction consulting firms.
A few highlights:
6+ years of experience with specific responsibility for mechanical / electrical trades on several construction projects management (estimating, procurement, construction. start-up and closeout).
5+ years of experience guiding clients through the design and procurement process including master scheduling services.
10+ years of experience with bottom line responsibility managing projects.
Proven ability to manage multiple projects / clients and internal staff simultaneously.
My goal is to bring added value to client projects and to represent the organization professionally in all aspects of the assignment.
I thank you for your time and look forward to meeting with you soon.
Sincerely,
Steven C. Pick
STEVEN C. PICK
3 WAKEMAN CIRCLE
HILLSBOROUGH, NJ 08844
908-359-1544 home phone
973-703-5448 cell phone
stevencpick[at]yahoo.com
EDUCATION:Long Island University, C.W. Post Campus, Old Brookville, New York
B.S. in Business Administration; January, 1980
New York University, Real Estate Institute, New York, New York
Diploma in Construction Management; June, 1988
ASSOCIATIONS:
CMAA Construction Management Association of America, Member
CCM (Certified Construction Manager) application has been submitted and I have been accepted as a candidate by the Construction Management Certification Institutes Board of Governors.
Note: CCM application (approx 50 pages) is available upon request.
SAME Society of American Military Engineers, Member
USGBC US Green Building Council, NJ Chapter, Member
BACKGROUND: Almost twenty-five years of experience in the construction industry employed by six nationwide, regional and local firms. Managed all forms of construction contracts including: lump sum, guaranteed maximum price, construction management, agent to the owner as well as consulting services. Managed multiple projects as the owners representative in all phases: including pre-design and selection of the design team, through all phases of design, contractor bidding, construction and closeout. My focus on the client and the project, while at the same time taking responsibility for the reputation of the firm, corporate earnings and risk management.
SIGNIFICANT CLIENT FOCUSED ACCOMPLISHMENTS:
Returned 9% savings to the client on a $7 million project.
Mitigated $1.3 million of change order requests to less than $400,000.
Successfully completed a $12 million municipal project within the prescribed budget; therefore no additional funding was required from city council.
Mitigated $1 million of change order requests by approximately 30%.
EMPLOYMENT HISTORY:
FAITHFUL+GOULD INC, Ewing, New Jersey
February, 2007 through July 2010 Senior Project Manager, Business Development Manager & Government Sector Coordinator (Northeast Region)
Employed by an international construction consulting firm; responsibilities included: identification of opportunities, Go-NoGo risk analysis, development and preparation of proposals and fees, client presentations and upon award project and client management. Typical menu of services included: program management, project management, preconstruction / estimating, and facility condition assessment.
August, 2010ResumePage 1 of 2
PMA CONSULTANTS, Newark, New Jersey
August, 2006 through January 2007 Senior Project Manager / Owners Representative
Engaged by a nationwide construction consulting firm; responsible for onsite management of a major hotel renovation.
RC DOLNER LLC, Newark, New Jersey
November, 2005 through July 2006 Senior Project Manager
Responsible for bidding and managing a variety of projects for a regional general contractor in lump sum and GMP environments.
CONSTRUCTION TECHNOLOGY CORPORATION, Fairfield, New Jersey
August 2000 through October 2005 Project Executive
Diverse assignments for a local construction management firm providing services via CM as Agent agreements. Corporate office responsibilities were multi-project and progressively evolved from initial sales contact meetings and presentations, to management of preconstruction and estimating services, followed by buyout of trade bid packages and management of field staff during construction operations.
DAMON G. DOUGLAS COMPANY, Cranford, New Jersey
June, 1999 through August, 2000 Project Manager
Overall project management responsibilities for a local general contractor providing services under GMP and lump sum contracts. Time was split between the corporate office and project site office(s) depending on a variety of factors. Primary contact with the owner, design team and trade contractors.
TURNER CONSTRUCTION COMPANY, Somerset, New Jersey
August 1986 through May, 1999 Entry Level through Project Manager
Numerous progressive assignments from entry level, cost analysis, estimating, MEPS coordinator and project manager for a nationwide general contractor / construction manager. All forms of contracts were used: CM as agent, GMP and lump sum.
REFERENCES ARE AVAILABLE UPON REQUEST
August, 2010ResumePage 2 of 2
STEVEN C. PICK
3 WAKEMAN CIRCLE
HILLSBOROUGH, NJ 08844
908-359-1544 home phone
973-703-5448 cell phone
stevencpick[at]yahoo.com
PROJECT HISTORY:
FAITHFUL+GOULD INC, Ewing, New Jersey
Owner representative and consulting services provided for the following significant projects (as well numerous other smaller projects):
*$7 million hotel renovation of the spa and indoor pool areas.
*$4 million public parks initiative including artificial turf fields and athletic complexes.
*$15 million hotel renovation of the lobby, restaurant, bar and kitchen facilities.
*$55 million new dorm project for a state university.
*$20 million dorm renovation during the planned 10 week summer break.
Typical projects included frequent contact with the client and management of the design teams, user groups and contractors to assure project delivery in accordance with the clients requirements. Meetings were arranged, minutes issued, budgets and estimates were developed. RFPs were prepared, bids were solicited, analyzed and contract awards were recommended for the client. Construction kick-off meetings were managed and construction operations were controlled under my direction.
Monthly executive level status reports were prepared for clients highlighting the overall project status, key financial issues, and identification of critical project concerns as well as proposed solutions to minimize project risk.
PMA CONSULTANTS, Newark, New Jersey
August, 2006 through January 2007 Senior Project Manager / Owners Representative
*$20 million major hotel renovation of the lobby areas, restaurant and bar, meeting and conference rooms, and replacement of primary HVAC equipment. Guest room scope included gut renovation of all bathrooms and replacement of fan coil units. The hotel remained occupied during construction operations.
This was a full-time on-site assignment which commenced mid-term in the design, after the CM was onboard. Initial responsibilities included master scheduling of various phases to facilitate hotel operations, budget reviews, and FF&E planning. All monthly payment requests (CM, design team, FF&E, etc) were reviewed, negotiated, packaged, summarized and presented to the client for payment. Detailed budget and cash-flow reports were developed and updated to facilitate the clients budget concerns.
This being a hotel project a with significant FF&E budget, FF&E became a significant effort to track, purchase, expedite and assure delivery and installation of items when needed for the various phases.
August, 2010Project HistoryPage 1 of 3
CONSTRUCTION TECHNOLOGY CORPORATION, Fairfield, New Jersey
April, 2005 through October 2005 Project Executive
Management of projects, client relations and staff for projects, in various stages, including: $10 million rest-home addition and renovation, $1.5 million college laboratory renovation, $7 million college dormitory renovation, $8 million new college dormitory and a $5 million parochial school and gymnasium.
May, 2002 through March, 2005 Owners Representative (full-time, on-site)
* $13 million, 37,000 square foot indoor, above ground aquatic center, city owned
* $25 million, 100,000 square foot fine art museum, which is non-profit and privately owned
Primary responsibilities included construction-phase management of the design team and general contractor(s), respectively. Primary functions included control of the submittal and RFI process, review and approval of all payments, review and control of the budget, and mitigation of change orders.
At the aquatic center, stringent change order management resulted in the project being completed without any increase to the municipal budget. A $6.5 million delay claim (submitted by the general contractor) was analyzed, negotiated and mitigated by slightly more than 50%.
The museum project also had numerous changes; originally submitted in excess of $6 million (the CM tracked approximately seven hundred potential change orders), were mitigated to about $3 million. This large quantity of changes resulted in a delay of about two years. Provided post project consulting during formal three-way mediation between the owner, design team and the construction manager.
August, 2000 through April, 2002 Senior Project Manager
* $35 million, 170,000 square foot skilled nursing home with 180 resident rooms, medical offices, adult day-care area, social/activity areas, chapel, dining rooms, kitchen facilities, and administrative areas
Project Management responsibilities with a full time staff of five plus company field labor crew which varied from three to eight men. Onsite responsibilities included management of the engineering process (submittals, RFIs and coordination), budget control and management of personnel charged with field supervision. Poor design documents resulted in numerous change orders which required rigorous management. I was the primary contact for the owner, architect, engineer and subcontractors.
DAMON G. DOUGLAS COMPANY, Cranford, New Jersey
June, 1999 through August, 2000 - Project Manager
* $7 million, 40,000 square foot corporate office building, with complete tenant fit-out
* $10 million, 55,000 square foot airport terminal building renovation
Project Management responsibilities including preparation and buyout of all trade packages. Management of submittals and RFIs, coordinate of trades, management of all financial functions and management of personnel charged with field supervision. I was the primary contact for the owner, architect, engineer and subcontractors. Accountable to corporate management to establish and meet goals for construction volume and project earnings.
August, 2010Project HistoryPage 2 of 3
TURNER CONSTRUCTION COMPANY, Somerset, New Jersey
July, 1998 through May, 1999 - Project Manager
* $25 million, 135,000 square foot corporate headquarters; design build project
Project Management responsibilities with a full time staff of five plus related support staff in the main office. Responsibilities included coordination of purchasing effort, management of the engineering process, budget control and management of personnel charged with field supervision. I was the primary contact for the owner, architect, engineer and subcontractors. Accountable to territory management to establish and meet goals for construction volume and earnings.
March, 1994 through June, 1998 - Mechanical/Electrical Coordinator (base building), Project Manager (restaurant) and Close-Out Project Manager (overall project)
* $90 million, 250,000 square foot performing arts center
Site management of HVAC, plumbing and electrical trades (approximately $20 million total value). Initial responsibilities included: preparation of bid documents, scope clarification and value engineering. During construction: review of shop drawings and submittals, coordination of trades, quality control, change order analysis and negotiation of same. Maintained detailed computer logs to document and report engineering progress. Effective 1/1/97 responsibilities were expanded to include total responsibility (engineering, field and project mgt.) for the fit-out of a 10,000 square foot restaurant and kitchen facility within the PAC facility. An aggressive schedule and on-site owner required frequent client interface. In December, 1997 was assigned to the position of Manager for Project Close-Out reporting directly to the Territory Vice President. Responsibilities included management of a staff of three employees to address punch lists, incomplete items, contract reconciliations, resolutions of minor claims, final negotiations and regular communication with the vice president of the facility.
August 1986 through February, 1994
Various positions and multiple projects beginning with entry level engineering assignments and continuing through several departments and including: cost analysis, mechanical/electrical estimating, and scheduling.
* $25 million, 144,000 square foot historic restoration project
* Estimated a variety of projects including: medical office buildings, hospitals, educational facilities, tenant fit-outs, pharmaceutical research, historic restoration, and a performing arts center
* $90 million, 2.1 million square foot core and shell renovation project
* $30 million hospital addition and renovation (5 months)
* $14 million bank headquarters and parking garage (3 months)
* $30 million speculative office building and parking garage (4 months)
REFERENCES ARE AVAILABLE UPON REQUEST
August, 2010Project HistoryPage 3 of 3
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