BILL BOGDON



SUMMARY

Profit and Loss Building Executive with expertise in residential and commercial real estate. Proven success at all phases of the development cycle including financing, market analysis, site assessment, land acquisition, entitlements, land development, sales management and construction management. Adept at managing the bottom line, strategic agility, project management, and building strong teams. Track record of driving reduced cycle times, increased productivity and cost savings, and increased customer satisfaction ratings while exceeding sales projections and outpacing competition.


CAREER HISTORY

267 6TH STREET LLC 2008

Project Executive, Brooklyn, NY
Project leader for multiple commercial developments including condominiums, upscale apartments and boutique hotels.
Secured construction financing and bridge funding for multiple projects in an extremely challenging financial market.
Value engineered 20% cost reductions for two projects making them fiscally viable with alternative facades, mechanical systems and environmental solutions.
Compressed superstructure schedules by up to 17% through the use of alternative means and methods.


K. HOVNANIAN COMPANIES1987 2008

Area Vice President, Langhorne, PA2004 - 2008
P & L Executive of $120M, 300 home per year business unit. Directed all aspects of the homebuilding process including land acquisition, market analysis, entitlements, land development, sales management, construction management and homeowner service. Staff of 40.
Grew business unit 100%, from $60M to $120M annual sales in a three-year period.
Increased customer satisfaction over 15%, from 77% favorable rating to 93% within 18 months. Process includes over 75 touch points throughout the homebuilding process.
Doubled the sales pace of competition, for the past two years, in a declining market, aggressively managing the balance sheet.
Reduced inventory balance $40M by successfully negotiating structured lot options on two communities.

Corporate Vice President Home Production Processes, Red Bank, NJ2001 - 2004
Led the corporate wide identification, development and implementation of standardized best practices across 10 acquisitions including centralized scheduling, even flow production, standard construction schedule templates and the slotting of home delivery dates. Staff of up to 2.


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Achieved buy in from the Division Presidents and across all levels of multiple disparate business units radically altering existing construction processes and adopting standardized best practices.
Reduced construction cycle times by 15% across affected business units.
Increased productivity of field associates by 50% from 25 homes per year to 37 homes per year.

Community Builder, Edison, NJ1996 - 2001
P & L manager of 3 4 communities, up to 200 homes per year, $80M. Established financial projections, conducted all bidding and contracting and directed all land development, sales, construction and homeowner service processes. Staff of up to 4.
Consistently exceeded annual financial and delivery projections by up to 15%.
Delivered company's first $1M town home.
Won 3 National Association of Homebuilders Community of the Year awards.
Generated same profit, $40M, from this community group as entire company in a one-year period.

Vice President of Construction / Project Director, Cranford, NJ 1987 - 1996
Led team of Project Directors who delivered up to 700 homes per year. As Project Director, bid and contracted all material suppliers and subcontractors, prepared all land development and home construction budgets and managed team accountable for construction supervision. Staff of 6-25.
Doubled the production capacity of the business unit from 350 to 700 homes per year in a 12-month period.

COMMERCIAL EXPERIENCE

COMMERCIAL DEVELOPMENT GROUP, Denver, CO1980 1986

Vice President of Construction
Directed construction management division of a private commercial real estate developer including architecture and engineering design, value engineering, bidding, contracting and construction activities for a diverse product array including high-rise, retail and office / showroom / warehouse facilities. Led 2-3 concurrent projects, present value $40M with staff of up to 4.
Established start up construction management division to support development company
Reduced high-rise floor-to-floor core and shell cycle time 50%, from 2 weeks to 1 week cutting overall cycle time by 3 months.
Decreased overall construction costs by 10% by value engineering alternative foundation and shell designs for ten office / showroom / warehouse buildings.
Completed a diversified construction project portfolio including:
Terracenter - 20 story post tension and architectural concrete high-rise office building
Boulder Business Commons - 10 tilt up concrete office / showroom / warehouse buildings
Casper Star Tribune- 65,000 sq.ft. regional newspaper publishing facility
Brentcross Shops- 75,000 sq.ft. retail strip center
Crossroads Business Commons- two 50,000 sq.ft. design build office buildings for oil company tenants

EDUCATION
BACHELOR OF SCIENCE, Construction Management
Colorado State University, Fort Collins, CO