Project Manager Management
Resume:
Thomas L. Jones
**** ********** *****, ********, **** 43026
abib04@r.postjobfree.com
Objective Project Executive / Director of Operations
Profile More than 28 years of experience as a professional manager.
Ability to direct complex projects from conception to fully
operational status.
Goal-oriented individual with strong leadership capabilities.
Organized, highly motivated, and detail-directed problem
solver.
Proven ability to work in unison with owners/clients,
architects and internal staff.
Education M.B.A., Business, Franklin University
B.S., Business Administration, Magna Cum Laude, Franklin
University
Relevant Experience & Accomplishments
Program Coordination Achievements
Successfully established new company division.
Balanced multi-million dollar budgets, resulting in
impressive profit margins.
Managed more than $360 million worth of construction
projects.
Formulated, authored and implemented dozens of policies and
procedures.
Reorganized In-House tools inventory program, turning annual
$75,000 loss to $100,000 profit.
Chaired In-House safety committees.
Designed property management development plans and conducted
operation assessments.
Counseled students on defining career and work related goals
and objectives.
Created and Chaired charity committee on behalf of company's
employees.
Management/Supervision
Directed recruitment and retention of dozens of supervisors
and staff.
Trained, supervised and evaluated staff, coached improvement
and management skills.
Proven track record of improving operations through
efficiency and developing strong project management
standards.
Negotiated, authored and executed thousands of contract
agreements.
Successfully refined and implemented new projects.
Knowledge of LEEDS design and certification requirements
Employment Renier Construction, Division Manager, Design 2006-present
Build
Identified opportunity for new division.
Created, implemented and continually improved
new division.
Created and maintained internal self-improvement
procedures.
Continued to grow division into a
self-supporting profit center.
Brought design disciplines together in order to
maintain design build philosophy while
coordinating and pushing pre-construction
efforts.
Responsible for negotiating contracts, creating
critical path schedules, establishing profit
margins and implementing additional processes
required to complete projects on time and
budget.
Responsibility of LEEDS design and certification
requirements
Duke Reality, Senior Project Manager, Design 2005-2006
Build
Oversaw and operated as team lead in major land
acquisition of 3 million square foot
manufacturing facility.
Maintained team cohesiveness as team leader
while design plans were established among dozens
of disciplines.
Led brown field remediation efforts with local,
state and federal agencies and commenced with
major demolition of existing 80-acre site.
Co-directed site development of a 17 building
shopping center and off-site infrastructure
redesign with FDOT.
Corna-Kokosing, Senior Project Manager, 2000-2005
Industrial Division
Served as specialist for hard bid projects.
Appointed to chair several committees as a
liaison between company employees and executive
management.
Improved mentoring processes for young employees
to ensure that appropriate procedures were
followed while maintaining positive profit
margins.
Team leader responsible for the negotiating and
securing several contracts as a result of in
depth evaluation and improvements based on owner
desires and aligning value engineering practices
to improve identity of projects.
Successfully created then maintained positive
relationships with clients throughout difficult
projects only to be awarded repeat contracts.
Miles-McClellan, Project Manager 1987-2000
Successfully completed more than one hundred
projects while maintaining positive profit
margins.
Participated in long term planning of company's
future as an instrumental member of the
management team.
Team member in standardizing company procedures
within common job descriptions thus allowing
improved cross training for employees.
Improved means and methods of profit reporting
for company owners.
Instrumental in obtaining and maintaining
largest client for more than 7 years up to time
of departure.
Canfield & Associates, Estimator 1982-1987
Defined scopes, issued bid clarification items
in order to create consistency among divisional
disciplines.
Distributed construction documents, collected
and evaluated proposals, and authored contracts
in order to move to operational status.
Estimated and managed first million-dollar
contract.
Community Builder's Exchange, Member
Involvement Franklin University, MBA Mentor
BOMA, Member
Builder's Exchange, Project Management
Instructor
Estates of Hoffman Farms, Home Owner Association
Board Member
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