ROBERT KARDOS
1300 Rockfish Drive, Matthews, NC 28105
(704) 540-2418 Residence, (980) 722-0624 Mobile or email rkardossr[at]hotmail.com
Home Building Operations Executive
Proven record of significantly increasing operation profitability
24 years of progressive Top Ten National Home Building Management Experience
Asset Management in excess of $100 Million in Annual Revenue
High energy, division team leader with experience in all aspects of Home Building Operations from Land Acquisition, Approvals & Development, Architectural Design, Estimating and Contracting, Cost Control and Waste Management, Sales and Marketing, Office Administration and Reporting, Construction Scheduling, Residential and Multi-Family Construction, Quality Control, Team Development, Management and Leadership, Customer Satisfaction and Profit Center Management.
CORE COMPETENCIES
Expert Profit Center Management
Increase of Sales & Revenue
Increase Department Efficiencies
System Management / Implementation
Cost Reduction & Waste Management
Increase Operation Profitability
Operation Growth and Expansion
Project Profitability Analysis & Acquisition
Market Comp Analysis & Product Selection
Team Leadership and Direction
Train, Develop and Retain Employees
Coach / Mentor Team Managers
Increase Customer Satisfaction
Balance Delegation / Personal Involvement
PROFESSIONAL EXPERIENCE
Cedar Creek Landing, LLC.
Executive Operations Manager, 2009 to Present Managing Member of Real Estate Investment Opportunity Company. Evaluation and acquisition of distressed, or significantly discounted, properties for investment consideration. Approved or partially improved residential building sites for future re-sell of developed lots and/or vertical construction.
Notable Accomplishments:
Researched, negotiated and put under contract several distressed properties for clients at substantially discounted pricing of 60% to 70% off retail price.
Toll Brothers, Inc. (NYSE, TOL)
Division Vice President, Re-hired 2002 to 2009 Profit Center Manager for the Charlotte Division. Responsible for all aspects of the Charlotte region daily operation and P&L contribution. Took failing Home Building division losing over $2 Million dollars a year and made it profitable within a two year period, then increased the net annual profits to just under $9 Million dollars within just two additional years.
Peak divisional revenues in excess of $103 Million, net profit of just under $9 Million with annual closings of 163 units.
Managed all aspects of Divisional and Project Management Team personnels daily performance, including but not limited to: Division P&L responsibility, Human Resource Management and Leadership, Land Acquisition, Approvals and Development, Sales and Marketing, Costing and Budgeting, Accounting, Administrative procedures, Construction Services and Customer Satisfaction.
Notable Accomplishments:
Took failing Home Building division losing over $2 Million dollars a year and made it profitable within a two year period, then increased the net annual profits to just under $9 Million dollars within just two additional years.
oRe-packaged old non-performing communities in order to make them profitable and to sell them out more quickly.
oDiscovered, researched and negotiated the acquisition of Union Countys most successful master plan community (Marvin Creek) for 2005 through 2008; selling 165 homes at the peak of the market and closing 163.
oDeveloped new product, elevations and options to better meet the local market demands.
oIncreased Sales Revenue from $6M to $103M in just four year period.
oReduced construction hard cost by 10.3% by re-bidding out all subcontracted work.
oReduced construction hard cost variance from 3.2% to 0.8% on average.
oIncreased average unit profitability from -7.6% to positive 8.7%
Created initial company computerized construction scheduling system that reduced Charlotte division days under construction by 173 days on average.
Created and implemented weekly computer tracking system for Project Manager training program.
Created and implemented weekly computer tracking system for Sales Manager customer prospecting activity and Realtor relationship development.
Implemented Bi-weekly Construction Manager training program.
Created and implemented weekly computer tracking system for new community start-up process.
Involved with market analysis, land acquisition and remote start-up of satellite division in Atlanta, Georgia.
M/I Homes, Inc. (NYSE, MHO)
Vice President of Construction, 2000 to 2002 Responsible for the overall management of Land Acquisition Due Diligence and Development, Costing and Purchasing, Construction and Warranty departments with daily interaction with Sales department. Responsible for all aspects of each department from staffing, training and development, implementing departmental systems and/or procedures, to managing the Key Result areas for each department to ensure that they each achieved or exceeded their monthly company goals.
Notable Accomplishments:
Managed 15 active communities with average of 275 closings per year.
Improved customer satisfaction ratings from 74% to 98%.
Implemented unit cost contracting verses bulk bids, reducing construction hard cost by 5.8%.
Created and implemented computerized construction scheduling program that reduced divisional average days under construction by 56 days.
Created detailed scopes of work for all phases on construction that eliminated subcontractor charges for extras.
Created and implemented weekly Construction Supervisor training program.
Created and implemented computerized construction bonus system that tied Construction Supervisors and Construction Assistant Supervisors performance to their key result expectations.
Toll Brothers, Inc. (NYSE, TOL)
Project Manager, 1998 to 2000 Responsible for all aspects of the community's success including: Project Profitability, Human Resource Staffing and Management, Land acquisition/Development, Sales/Marketing, Costing/Budgeting, Accounting, Administrative, Construction and Customer Service. In addition, involved in new community start up and land review process while running an existing active community.
Notable Accomplishments:
Took over worst performing community within the Maryland division and turned it around within one year period going from $400k in profit to $3.3M.
oIncreased sales from 12 to 36 within a one-year period by re-packaging included features, sales incentives and by creating urgency through sales activity and price increases.
oDecreased hard cost by 5.4% by re-contracting all subcontracted trades.
oReduced days under construction by 87 days by creating and implementing computerized scheduling system.
oIncreased unit profitability from 6.1% to 14.7%
Custom Touch Builders, Inc.
President, 1996 to 1998 - Entrepreneur for residential Design/Build firm specializing in upscale residential custom homes. Responsible for overall business management of the corporation including Sales & Marketing, Design Consulting, Costing and Budgeting, Accounting, Administrative, Construction, Profitability and Customer Satisfaction.
Notable Accomplishments:
Learned all aspects of running a small private business, including: Company start-up process, system and procedure research, development and implementation, sales & marketing methods, cost control measures, administrative processes, company accounting and reporting.
N.V. Ryan Homes Inc. (NYSE, NVR)
Advanced through multiple promotions from 1988 through 1996:
Production Manager, August 1993 to July 1996 - Responsible for the management of costing and construction of 300+ residential houses annually for a thirteen community division. Duties included: training and development of personnel, new product costing, existing product costing maintenance, change order requests, permit processing, local government code interpretation resolution, critical phasing of short and long range construction schedules, subcontractor acquisition and negotiations, construction quality control, departmental budgeting, construction variance regulation, subcontractor invoicing procedures, developer and engineering services, customer satisfaction and legal matters related to construction.
Sales Representative - June 1992 to August 1993
Cost Technician - April 1991 to June 1992
Production Supervisor - December 1988 to April 1991
Assistant Production Supervisor - April 1988 to December 1988.
Notable Accomplishments:
Received multiple company awards including: Construction Volume, Sales Volume, Model Presentation, Customer Service and Most Valuable Player.
As Production Manager:
oManaged 13 active communities with average annual closing volume of 300 homes.
oIncreased customer satisfaction levels from 84% to 96% by improving Construction Supervisor communication with customer and meeting projected delivery dates.
oReduced hard cost of construction by 4.5% through re-contracting of subcontractor trades.
oReduced average days under construction by 32 days through close monitoring of divisional construction activities verses projected schedule.
oParticipated in corporate Construction Supervisor training classes for new Assistant Construction Supervisors.
oCreated and implemented a supplemental divisional monthly Construction Supervisor field training program.
oCreated Senior Construction Manager mentoring program.
COMPUTER SKILLS
WORD PREFECT, MICROSOFT OFFICE WORD, POWER POINT AND EXCEL
EDUCATION
UNIVERSITY OF PITTSBURGH
BACHELOR OF ARTS IN ARCHITECTURAL STUDIES - DECEMBER 1985
PROFESSIONAL LICENSE
UNLIMITED RESIDENTIAL/COMMERCIAL/ INDUSTRIAL GENERAL CONTRACTOR LICENSE FOR NORTH CAROLINA
UNLIMITED RESIDENTIAL GENERAL CONTRACTOR LICENSE FOR SOUTH CAROLINA
UNLIMITED RESIDENTIAL GENERAL CONTRACTOR LICENSE FOR GEORGIA
PROFESSIONAL AFFILIATIONS
NATIONAL ASSOCIATION OF HOME BUILDERS
HOME BUILDERS ASSOCIATION OF CHARLOTTE
HOMEAID CHARLOTTE - BOARD OF DIRECTORS
REFERENCES
AVAILABLE UPON REQUEST.
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