Scott D. Keith

FACILITIES, CONSTRUCTION & PROJECT MANAGEMENT PROFESSIONAL
Business Development / Construction Services / Project Development / Facilities Management /
Portfolio Management / Corporate and Private Properties / Consultant and On-Site Experience
Start up, turnaround, and high-growth experience

Twenty-plus years of experience in construction, engineering and business management; expertise in class A building environments, automotive, public / higher education, pharmaceutical, retail, manufacturing, healthcare, R&D, microbiology labs, vivarium, CME class 100,000 micron surroundings, and class ISO1000 clean room surroundings.

Strengths in general management, business / project development, building systems, design-build process management, grounds maintenance, P&L management, consultative client relations, and team leadership. Exceptional organizational, problem-solving, budget-management and negotiation skills. Effective interpersonal, communications, and conflict-management abilities. Recognized for enhancing bottom-line profitability through cost control, cultivating high-margin opportunities, and improving business processes.
Noteworthy integrity; highly ethical.

Core Competencies:

Maintenance Engineering
Facility Engineering
Plant Operations
Operations & Maintenance
Project Management & Strategic Planning
Preventative Maintenance
HVAC/R Systems
Grounds Maintenance
Building Trades
OSHA Recording
Safety Management
Training & Development
Supervision (100+ employees)
Purchasing Management
Space Planning
Mail Room-Reception Services
Security Management
Inventory Reduction
Vendor / Contract Management


PROFESSIONAL HISTORY

Kaplan, Inc. A Washington Post Company Nov. 2007- May 2010
National Director of Facilities Management, Kaplan, Inc. - CRE
Portfolio: Was responsible for 600 higher educational centers located in the US / Canada totaling 5 million RSF. Portfolio supports multiple corporate divisions to include; Kaplan Tutorial, Kaplan Test Prep Admissions, Kaplan Professional, Kaplan Higher Educational, Kaplan University, ASPECT, NYMI, multiple corporate / HQ locations, publishing warehouses, and call centers. Interact with top executives on a daily basis to help support R&M / projects. Manage a team of 9 employees and 100+ service providers.

Scope of national accountability included; services encompassing the selection, review, and management of all national outsourced property- management firms, Sarbanes Oxley, ISO standards. Liability / Risk Management, cost savings / innovation processes, IKON Documentation Support / Copiers, low voltage project management team support, AV support, R&M, vending, janitorial, LEED / Go Green programs, mechanicals, medical / dental labs, HVAC support / design, plumbing, electrical, elevators, fire / life & safety, security, corporate vehicle purchase / management, mail room services, construction warranty programs, signage, operations / moves & storage , furniture /asset management, furniture procurement, local and state code compliance for occupancy, zoning & fire, OSHA / ADA compliances, safety / warden programs, construction & design and restack programs, environmental compliances / certificates & testing, corporate food services / kitchen compliances, event planning, emergency preparedness / pandemic programs to include; F/L/S, H1N1, AED / CPR and First Aid,

Key Accomplishments / Values Offered:
oReduced contracted costs for multiple centers by $1 million dollars from 2009-2010.
oWas launching a national R&M program through Service Channel (www.servicechannel.com) to support national R&M calls 24/7/365. Spearheaded special projects for the NY Corporate office to include: restack projects, $11 million dollar training/conference center, multiple renovation / new construction build outs for centers ranging from 1,000 RSF to 130,000 RSF.
oLaunched technology initiatives supported through Service Channel / local service providers to upgrade building automation systems, replace outdated mechanicals, perform analysis on CFMs & BTUs resulting in a 30% savings in annual energy costs
oImplemented energy-conservation practices, executed cost-avoidance programs, secured rebates, and ensured building code compliance with OSHA, NFPA, ASHRAE, ADA, and state and local mandates.

Scott D. Keith Page 2

PROFESSIONAL HISTORY (continued)

Key Accomplishments / Values Offered (Continued):

oEnhanced customer satisfaction by 65% during the first 6 months (measured by work orders and on-time delivery percentage) through supply-chain management initiatives, inventory control, and flexible maintenance practices supported through the national R&M / local service providers.
oSupported construction & design projects for medical and dental labs for Kaplan Higher Education centers.
oNominated for 3 2008 IFMA, Greater NY (International Facility Management Association) awards to include; Best Construction / Design of a New Facility, Environmental Awareness, and Facility Manager Achievement.
oRecognized by the EPA for a top rated green organization. Spring 2010 supports an award / media coverage.
oReduced the operating budget by $500,000 within the first 12 months of employment by administering a more efficient
inventory and maintenance tracking system reducing unnecessary product purchases, contracts and labor costs.
oImplemented a national safety/first aid program supported by Cintas. Program included Installing AED units, CPR, safety and first aid training. Program increased marketing/advertising programs.
oSpearheaded special projects that involved the closure of 75 Score centers within the first 60 days of employment. Recycled/donated furnishings, relocated equipment, supported all lease closures details. 75 additional centers will be closing by June 2009. A duplicate process will follow that was supported during January 2008.
oProduced a P&L-focused, brand awareness team to support invoicing support for 600 locations. Emphasized time management and eliminated time-extensive tasks with low payoffs to raise awareness and increase productivity and profitability.
oNoted for improving Kaplans customer service support that increased relationships with property managers, LLs, building owners, service providers and Kaplan management staff.
oInitialized a national SOP process for all R&M programs, FLS, accounting, & operations.

Johnson Controls, Inc. Feb. 2007- June 2007
Customer Business Project Manager III, IBM/BTO, NA-Business Development, Unit: Unilever, NA
Named CBPM III for the new IBM/BTO division, reporting to the VP/GM. Charged with establishing
new business with Unilever, NA worth $30 million. Developed business plans, overseeing transfer of
Intellectual property data, upgrades to HVAC and mechanical equipment, established relationships with 3rd
party mechanical vendors to help increase efficiency of multiple R&D and manufacturing plants, acted as company
wide consultant to ensure the mechanical portfolio of the business was reviewed and provided upgrades to
coincide with all FDA guidelines.

Key Accomplishments / Values Offered:

oAssigned to support the Tetley & Dove plants after the data collection phase was completed. Restructuring of manufacturing support was attributed to cost savings contracts implemented through IBM/BTO.

oDelivered departmental efficiency through advanced engineering, technical support and documentation procedure.

oNoted for exercising good judgment in hiring work crews, technical competence, work ethic, staff training, and development, and take-charge-teamwork attitude.

oSpearheaded special projects to include HVAC upgrades to manufacturing plants to include chillers, 1 boiler house, production equipment, R&D laboratories- commission/decommission support (Unilever Brands: Tetley Tea, Dove, Hellmanns, Slim Fast, Haagen Dazs AXE) and launched an aggressive PM program for all mechanical equipment.

oPrepared the company business plan for Phase I and II. Managed 4 manufacturing plants (Phase I of 4) that were launched on May 07, maintained client relations, and strategic / tactical industry analysts contacts. Initiated the development and delivery of all sale tools for the direct business development team, the SME team, and the site visit teams.

oLaunched technology initiatives supported through JCI & York to upgrade building automation systems, replace outdated mechanicals, perform analysis on CFMs & BTUs resulting in a 20% savings in annual energy costs.

oProvided multi-resources for initiating, reviewing, and awarding multi-contracts to 3rd party vendors through the supply chain and procurement teams.

oProduced a P&L-focused, brand awareness team. Emphasized time management and eliminated time-extensive tasks with low payoffs to raise awareness and increase productivity and profitability.


Scott D. Keith Page 3

PROFESSIONAL HISTORY (continued)
Premier MSS, Inc. / Ford Land-Ford Motor Company August 2004-January 2007
Regional Director of Facility / Project Services-Ford, Premier Auto Group-East Coast Operation
Portfolio: 3.5 million RSF of owned/triple-net properties, the majority of which were occupied by Ford Motor Company employees. Estimated book value of owned property: $450 million.

Was responsible for multi-site property management with full P&L for the entire portfolio. Scope of accountability included services encompassing the selection, review, and management of outsourced property- management firms, with contractual and monitored services including landscaping, snow removal, janitorial, HVAC, plumbing, electrical, elevators, fire and life safety, security, reception, mail services, and local and state code compliance. Developed and administered a $10 million annual operating budget and up to an $80 million capital budget.
Key Accomplishments / Values Offered:
oSpearheaded due diligence for the sale of a prominent, fully tenant-occupied property in Landham, MD & Rockleigh, NJ, functioning as the company liaison with buyers, brokers, legal parties, investors, and accountants to solidify building and property value. Demonstrated comprehensive knowledge of building mechanics, cosmetics, facility income, code compliance status, capital expenditures, service contracts, operating and financial budgets, and energy-management programs in place.
oImplemented energy-management projects that reduced operating costs in multiple locations. Worked collaboratively with contracted engineering firms and utility providers to review potential areas for cost-savings initiatives, achieving:
reduced electrical and HVAC costs 15% by replacing an antiquated building automation system with state-of-the-art, comfort-enhancing equipment
reduced energy costs 8% by replacing existing motors and compressors with energy-efficient variable-frequency drive motors
reduced cooling costs 15% by implementing full chiller replacement and modifying existing thermal-energy storage controls
reduced heating costs by 30% by converting electric heat to gas-fired hot-water heat
reduced lighting costs by 15% by replacing tube-type fixtures with electronic ballasts and energy-saving apparatus with reflectors
oDesigned a scheduled preventative-maintenance program using MAXIMO, virtually eliminating all building and systems problems and saving more than 15% annually on repairs.
oDirected the building engineering staff in both preventative and general maintenance programs; functioned as liaison between vendors, contractors, utilities, and local authorities; and administered both operating and capital budgets.
oSelected and coordinated the activities of vendors, obtained building permits, led competitive bidding, and scheduled and budgeted projects.
oImplemented energy-conservation practices, executed cost-avoidance programs, secured rebates, and ensured building code compliance with OSHA, NFPA, ASHRAE, ADA, and state and local mandates.
oCoordinated and led monthly meetings with each building contact representing Ford Motor Company.
oManaged multiple construction projects for each site saving a total of $125,000 in renovation costs by eliminating need for outsourcing of all construction projects
oOutstanding safety record. Received 2005-2006 Safety Award for the East Coast operation.

Crothall Facility / Project Services Group , Nutley, NJ March 2003May 2004
Director of Facility / Project Services at Hoffmann LaRoche
Managed the daily operation and maintenance of 57 buildings owned by Hoffmann LaRoche. Managed a total of 2 million RSF. Directed on-site operations for this management company providing managerial (130 union employees), janitorial, and engineering services, with responsibility for supervising executive, production, validation, warehousing, laboratories, vivarium, mechanical, conference center, condominiums, office areas, exterior parameters, chemical storage, child care center and clean room environments. Managed an annual operating budget of $8 million and a $17 million capital budget.

Key Accomplishments / Values Offered:
oReduced the operating budget by $60,000 within the first 90 days of employment by administering a more efficient inventory and maintenance tracking system reducing unnecessary product purchases and labor costs.
oDeveloped new business by establishing relationships / alliances with corporate contacts throughout the campus. Increased revenue by 20%.
oEnhanced customer satisfaction by 5% during the first 10 months (measured by work orders and on-time delivery percentage) through supply-chain management initiatives, inventory control, and flexible maintenance practices.
oDecreased operating waste by 3% for an annual savings of $200,000 in 2 manufacturing facilities.
oImplemented and managed a centralized master schedule for all 57 buildings
oCreated Customer Satisfaction Initiative program to identify areas of concern; implemented recommendations, significantly improving customer satisfaction.


Scott D. Keith Page 4

PROFESSIONAL HISTORY (continued)
AAA Mid-Atlantic, Hamilton, NJ Jan. 2002 - Dec. 2002
Facility / Construction Manager
Managed the daily operation of twelve retail travel stores, one corporate headquarters, one 24-hour call center and multiple tenant buildings totaling 750,000 RSF. Developed and managed an operating budget of $7 million to include full P&L responsibility. Other areas of responsibility included; retail/commercial design layouts, demolition projects, capital improvement projects, inner & outer office moves, interior & exterior aesthetics, landscaping, PMs for all phases of mechanical and daily operations, vendor contact, implementation, review & awarding of contracts, construction management, furniture purchases & design layouts, housekeeping, maintenance, HVAC, refrigeration, electrical, signage, security, generator & UPS systems, water towers, boiler systems, fire, DEP, & OSHA regulations, emergency calls 24/7, invoicing, & payroll.
Key Accomplishments / Values Offered:
oGained skills and demonstrated strengths in lease negotiations, infrastructure construction / renovation, and multi-faceted project design and development.
oClosed 3 existing retail locations while also designing and preparing for a turnkey operation of 3 new retail stores that mirrored the current Disney Store concept. Worked with a firm who developed and designed all the GAP, and Disney Stores.
oProcured new equipment that both reduced expenses and improved operational efficiency.
Diamond Building Maintenance, Inc. Jan. 2000 - Nov. 2003
Business Owner/Vice President
Owned and operated a facility maintenance company that was based out of Piscataway, NJ.
Developed and administered multiple contracts to support the maintenance of all PMs and janitorial functions within class A
buildings, hospitals, pharmaceutical, & educational facilities throughout NJ / NYC.

American Building Maintenance, Inc., New York, NY June 1998 - Dec. 2000
District Manager for Johnson & Johnson Facilities
Responsibilities included direct financial and operational accountability for 18 pharmaceutical & R&D locations for Johnson & Johnson, Inc. throughout Central NJ. Annual operating budget of $8 million and total of 10 million RSF.

Franklin Township Board of Education, Somerset, NJ Feb. 1992 - March 1998
District Facilities Operations Manager
Achieved fast-track promotion with the efficient management of the physical operations of two out of nine schools totaling
550,000 RSF.

Builders General Supply Company, Cranford, NJ Oct. 1988 - Feb. 1992
Director of Purchasing and Sales

Blackstone Lumber Division, Sayreville, NJ Sept. 1986 - Oct. 1988
Director of Purchasing
EDUCATION
Kean College, Union, NJ- Business Management & Business Law
Raritan Valley Community College, North Branch, NJ- Business Law
Dale Carnegie Course, NY- Public Speaking Course
Continuing professional development programs in Executive Management, Leadership and CPM
LICENSES AND CERTIFICATIONS
New Jersey State Black Seal License
Leeds Environment, OSHA, Hazmat, NFPA-73E, NPFA-72E, ISO9001-14001,SHE Trainer, Confined Space, Real Property Administrator, Safety and Loss Control Management, Tenant Relations, Safety Awareness, Terror in the Workplace, and Contract Outsourcing Versus In-House Employees
MEMBERSHIPS AND AFFILIATIONS
Whos Who Worldwide
Building Owners and Managers of New Jersey (BOMA)
International Facility Management Association (IFMA) Greater NY Chapter
Professional Retail Store Maintenance (PRSM)
PRSM- Editorial Committee / Quarterly Retail Store Maintenance Magazine
CORNET Global- Corporate Real Estate Network (Published 2 articles for JCI, May 2007)

References will be furnished upon request.
Available for Domestic / International Travel and / or Relocation.