JOSEPH ZDROJEWSKI


DIRECTOR / PROJECT MANAGER -
REAL ESTATE / LAND DEVELOPMENT

Planning / Budgets / Contracts /
Infrastructure / VRM Compliance /
Negotiations / Scheduling / Multi-Sites /
Government & Community Relations / Permits /
Completion Bonds / Forecasts / Cost Control /
Construction

Directed large-scale, multi-site land
development and construction projects from
inception through delivery. Provided project
management solutions to ensure on-time/on-budget
performance. Managed negotiations and contracts,
overseeing contractors and sub-contractors.
Coordinated permitting and compliance processes.
Responsible for developments and subdivisions
with up to 1500 units. Managed project budgets
to $50M and matrix staff to 100+.

* Managed seven land development projects for
Artery Group, delivering 1500 lots on time and
on budget.

* Artery Group bond/permit processes,
accelerating release of $35M in working capital.

* Negotiated special pricing for Artery Group ,
avoiding sharp price increase from key supplier
to save $500K.

* Devised project management solution,
accelerating road construction to avoid major
completion delay.

Key Skills: Coordinating complex projects with
tradesmen and suppliers. Winning cooperation
from internal and external stakeholders,
including state/local agencies and community
groups. Managing multiple projects concurrently.
Maintaining tight budgetary and schedule
control. Calm under pressure. Persuasive
consensus-builder.

BS, Business & Marketing, Salisbury State
University.


SELECTED ACCOMPLISHMENTS

Managed seven land development projects for
Artery Group, delivering 1500 lots on time and
on budget. Demand was outstripping production
capacity. Recruited to oversee project
management. Reviewed project plans and
timelines. Collaborated with contractors,
accelerating production schedules and realigning
work assignments. Installed tight performance
monitoring and controls. Met or exceeded time
and budget goals on all projects.

Improved Artery Group bond/permit processes,
accelerating release of $35M in working capital.
Firm lacked system for managing completion
bonds, tying up valuable capital and incurring
expensive renewal fees. Designed and installed
tracking system/follow-up process, facilitating
identification of completed projects. Worked
closely with state and local government
authorities to ensure prompt releases. Freed $3M
in bonds first year alone and $15M annually by
fifth year.

Negotiated special pricing for Artery Group ,
avoiding sharp price increase from key supplier
to save $500K. Storm water management systems
supplier announced large forthcoming price
increase. Identified potential bargaining chip
of guarantee to vendor for fixed pre-order
quantity at old price. Hammered out agreement
with vendor for one-year supply.

Devised project management solution,
accelerating road construction to avoid major
completion delay. County refused to accept
proposed Artery Group schedule of road closures
needed to accommodate infrastructure upgrades,
threatening project completion dates at
potential cost of millions. Analyzed scope of
work and schedule, identifying opportunity for
earlier, phased road closures. Sold county road
officials on brief partial closures during low-
traffic summer months. Avoided costly delays and
enabled on-time completion.

Revised project plan, collaborating with local
utility to save $250K on infrastructure
relocation. Pepco insisted on costly relocation
of 22 utility poles at cost of $35K each on
road-widening project at Artery Group
subdivision. Reviewed infrastructure plans with
engineers, determining potential for leaving
one-third of poles in existing locations.
Convinced Pepco of viability of plan, cutting
project costs.


CAREER HISTORY

Director of Development, The Artery Group, $65M
residential land development firm, 2003-2008.
Directed land development from startup to
delivery for seven large-scale subdivision
projects ranging in size to 1500 units.
Developed project management plans and
schedules. Sourced, negotiated and managed
contracts with subcontractors and suppliers.
Worked with civic authorities and community
groups. Responsible for permitting, approvals
and completion bonds.

Developer/Builder/Engineer Liaison Manager,
Miller & Smith, $50M land developer/builder,
2002-2003. Coordinated land development,
engineering and construction efforts and teams,
ensuring plans, schedules and budgets were met.

Land Development Project Manager, Eakin &
Youngentob, $55M real estate developer, 1999-2002.
Managed land development projects valued to $10M.
Responsible for negotiations, contracts,
scope-of-work and day-to-day contract management.

Senior Development Manager, US Home Corporation,
$643M developer/builder, 1994-1999. Played key
role in feasibility studies, land acquisition
and permitting. Managed contractors, supervising
schedule and budget performance.