Project Manager Customer Service

Doug Pellock

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H: 806-***-**** Cell 651-***-**** **********@*****.***

L E A D E R S H I P I N C O N S T R U C T I O N A N D R E A L E S TAT E

Results achieving Director of Construction, Facilities, and Real Estate with a distinguished career leading a wide

variety of exacting and demanding building projects. Effective organizer and problem solver with an established track

record for on time project scheduling, diverse subcontractor, engineer, and architectural liaison, and project

coordination from design concept to completion. Proven ability to utilize a cross functional approach to job completion.

Change agent with outstanding strategic vision, leadership, communication and organizational skills, which have

proven to be critical assets in developing a positive work environment, managing people, and exceeding company

goals. Have managed full P&L, multi state and site circumstances, and “hyper growth”.

CORE COMPETENCIES

CONSTRUCTION LEADERSHIP OPERATIONS

Forecasting Strategic Planning Performance Management

Materials Analysis/Requirements Leading/Managing Change Process Improvement

Vendor Relations Training Customer Service

Contract Negotiations Leadership Development Operations Analysis

Multi Site/Multi Project Management P&L/Budget Building Cross Functional Teams

PROFESSIONAL EXPERIENCE

United Supermarkets, Lubbock Texas 2010 Present

Grocery, Manufacturing, Distribution, Facilities, Real Estate. Commercial Construction, Development Company

Director of Facilities, Construction, Real Estate, and Development

Scope: Direct facility maintenance, facility design, division budgeting, estimating, purchasing, negotiating contracts,

and implementing change orders. Interface with city officials, negotiating permits, and insuring inspection compliance.

Manage multiple ongoing inter dependent projects with emphasis on coordinating and prioritizing resources across

projects, departments, and all stake holders. Direct Reports: 10 Indirect Reports: 11.

Energy Cost Reduction. Reduced energy costs company wide by negotiating a new cost contract with the energy

company which reduced the kilowatt costs by 20%. Assessed situation, identified obstacles, developed, and

implemented strategy within 30 days. Resulted in an overall reduction of company energy costs which will save

the company over $1 million per year for the next six years.

Cost Reduction. Recognized opportunity to reduce operational costs. Analyzed and evaluated processes,

procedures, and staff; re engineered and developed new processes and systems; and conducted staff training

within 90 days. Resulted in saving $2 million in the facilities budget while long term saving the company $20

million over the next 10 years.

FCA Construction/Life Time Fitness, Chanhassen, Minnesota 2000 2009

Commercial Construction Company

Director of Construction/Real Estate

Scope: Direct facility design, estimating, purchasing, negotiating contracts, and implementing change orders.

Interface with city officials, negotiating permits, and insuring inspection compliance. Manage multiple ongoing inter

dependent projects with emphasis on coordinating and prioritizing resources across projects, departments, and all

stake holders. Direct Reports: 8 Indirect Reports: 180.

Project Turnaround. Inherited project that was behind schedule which could negatively affect revenue. Assessed

situation, identified obstacles, developed, and implemented strategy within 30 days. Resulted in project being

completed on time and on budget which supported the generation of $6 million in new revenue.

Cost Reduction. Recognized opportunity to reduce operational costs. Analyzed and evaluated processes,

procedures, and staff; re engineered and developed new processes and systems; and conducted staff training

within 90 days. Resulted in saving $4 million in one project while long term saving the company $280 million over

the next 70 projects.

Hyper Growth. Challenged to manage aggressive expansion of the company. Determined business requirements,

created, and led implementation of an operational initiative that including staffing and building of operational

infrastructure within 90 days. Successfully built support functions that enabled company to achieve its aggressive

growth objectives.

Team Approach to Cost Savings. Tasked with reducing operational costs. Analyzed and evaluated business

metrics, built and led cross functional team to identify problem areas, developed, and implemented process and

procedural changes within 6 months. Resulted in minimizing errors on building plans that produced $7.5 million in

cost savings within a year.

Improved Regulatory Approval. Projects where being held up due to city and county regulations that threatened

costs and deadlines. Researched and identified root causes, formulated and implemented strategy that included

creation of new operational infrastructure within 30 days. Resulted in future projects being completed on time and

on budget.

Productivity Improvement. Identified need to bring the purchasing function in house. Assessed situation;

developed and implemented business strategy within 6 months. Led implementation of strategy that resulted in

cost savings of $1 million per project while increasing productivity.

Rapid Change. Owner implemented $4 million in changes to project six weeks before opening. Assessed impact

on project, created new project schedule, assembled the right team, and implemented the plan to completion.

Within 6 weeks project was successfully completed on time and on budget.

Weis Builders, Inc., Minneapolis, Minnesota 1997 – 2000

Commercial Construction Company

Project Manager

Managed multiple ongoing inter dependent projects with emphasis on coordinating and prioritizing resources across

projects, departments, and all stake holders. Customer, city, engineer, architect, and subcontractor liaison.

Coordinated all aspects of commercial retail, housing, manufacturing, and hospitality construction. Estimating,

negotiating, and awarding contracts. Direct Reports: 4 Indirect Reports: 25.

Doug Pellock Cell 806-***-**** **********@*****.*** Page 2

Act of God. Un common weather forced need to re negotiate existing reward and penalty clause in project contract

to maintain margins. Conducted research with the national weather service and built business case. Presented

and secured customer approval within 30 days. Completed project ahead of schedule which resulted in adding

$144,000 to the project margin profit.

Process Improvement. Owner “walk throughs” could be costly and time consuming. For a 7 story hotel with 600

rooms, created and implemented a pre punch system. The owner’s punch list walk through was so successful it

was abandoned halfway through the commission process. This procedure was effectively implemented on all

future construction projects.

Bellair Express, Edina, Minnesota 1995 1997

Express Freight Company

Operations Manager

Direct all facets of national and international courier operations and customer service function. Manage the efforts and

activities of people, capital, and equipment resources to reduce costs, improve productivity, and enhance operating

efficiencies. Direct Reports: 6 Indirect Reports: 10.

Project Manager: Bremer Construction Company, St. Paul, Minnesota 1993 1995

General Contractor

Superintendent/Project Manager: Met Con Companies, Bloomington, Minnesota 1991 1993

General Contractor

Project Manager: Pellock Construction, Inc. Prairie du Chien, Wisconsin 1989 1991

General Contractor

E D U C AT I O N

Bachelor of Science Degree, Marketing/Management UNIVERSITY OF WISCONSIN

Working on MBA in Construction Management at Villanova University

Sustainable Energy and Green Building Certification – Minnesota State University

P R O F E S S I O N A L A S S O C I AT I O N S

American Marketing Association

MDA Leadership

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