Project Manager Construction
Resume:
Curriculum Vitae
Sterling S. Stewart
Pittsburgh, PA 15211
Mobile/Cell: 815-***-****
E-mail: ***********@*****.***
Summary
I am a proven team leader with over 30 years experience in construction and
engineering management, the last 20 of which have been at major
international airport projects. My experience ranges from Field
Construction Inspector, Construction Phasing Specialist, and Office
Engineer, to Contracts Administrator/Manager, Design Engineer, Resident
Engineer, Construction Manager, and Project Manager on several major
construction projects at some of the busiest airports in the United States.
Additional project involvement has included commercial high rise
buildings, air cargo buildings, automated warehouses, hangars, central
utility plants, runways, taxiways, aircraft holding aprons, terminal
buildings INS/Customs/APHIS facilities, access roadways and other support
facilities.
In my management roles, I have a demonstrated ability to advance major
programs and individual components in an expedited, streamlined
environment. My skill in consensus-building and deft coordination of
stakeholder interests - Owners, airlines, contractors, and other diverse
interests - has expedited resolution of issues, streamlined decision-
making, and enabled ahead-of-schedule completion.
Finally, I have been a licensed private pilot for over 35 years and
understand the operation behind and purpose of many of the current
navigation and avigation requirements mandated by the Federal Aviation
Administration. In addition, I still maintain a boyhood curiosity and
fascination for anything related to the field of aviation.
Personal Data:
Education: B.S. Civil Engineering, Texas Tech University, 1978
Professional Data: Registered Professional Engineer - State of Texas
No. 58948
Citizenship: USA
Marital Status: Widowed
Children Three (1 grown, 2 in college at Texas Tech University)
Professional Associations:
American Society of Civil Engineers
American Association of Airport Executives
Construction Management Association of America
Project Management Institute
Relevant Experience
I spent the majority of my career with Bechtel Corporation in a variety of
construction management roles mainly on airports, but also experienced
short stints in business development and proposal support roles for various
airport projects around the United States, as well as recent rail
experience. However, my specific airport experience is enumerated as
follows:
December 2010 - Present
Alpha Corporation
I served as the Project Manager for the government's concessionaire, OPAIN,
responsible for operating the current airport facilities as well as
constructing a new domestic and international passenger terminal and other
supporting facilities (Cargo buildings, offices, airport facilities, etc.).
OPAIN is a consortium made up of 6 of the largest Colombian construction
companies and they are under contract to develop and manage the new
passenger terminal.
Some of the typical duties I was responsible for involved the following:
. Review and approval of contractor pay estimates
. Mentoring of junior personnel in proper construction management
techniques, boith field and office
. Mentoring of junior administrative staff in the proper office
techniques and document control to ensure proper tracking and
resolution of construction issues.
. Oversight of the design process for several design contracts.
(Project contracts were held by OPAIN for each of the individual
designers, and not one sigle entity that is common in United
States practice.)
. Authoring of various project related correspondence to ensure
quality contracutiopn practices were followed.
. Participating and chairing several construction and design
related meetings to ensure on-time performance by the various
parties to the contract.
. Participation in review meetins with the governments supervisory
group and resolution of the many issues arisng from thoise
meetings.
March 2009 - December 2010
Ansaldo STS USA (Union Switch and Signal)
I served as a Senior Project Manager responsible for all aspects of
railroad signaling and information services for various light rail systems
in Pittsburgh and New York. In this capacity, I am totally responsible for
budget, staffing, management of the design, coordination with
manufacturing, project administrative requirements, billings, and
collections. In particular, a large part of this involves managing the
various clients' expectations for support, components purchasing and
delivery, and coordination meeting interfaces. This role requires constant
review of project deliverables and billings, and daily coordination with
the financial department, as well as and coordination with the various
agencies for collection of invoice amounts, as well as payment to the
various subcontractors employed by ASTS.
Some of the typical duties I was responsible for involved the following:
September 2008 - March 2009 (and other various time frames)
Consultant
I worked as an independent consultant assisting in various airport
environmental emissions and other studies for various consulting firms with
whom I had maintained contact. My most recent airport related study
involved the preliminary work-up of emissions for the Dallas Love Field
renovation.
April 2008 - September 2008
PinnacleOne, Inc.
I served as the Construction Manager for a contract assignment from Jacobs
Engineering to PinnacleOne at John Wayne Airport in Santa Ana, CA. Jacobs
was retained as the original Construction Manager responsible for the
construction management of a $360 million (Total Program Cost) expansion to
the existing terminal at John Wayne Airport. However, due to their
acquisition of Carter & Burgess, who was serving as the civil, mechanical,
electrical and plumbing designers of record, Jacobs was conflicted out of
the assignment. PinnacleOne had been serving as a sub consultant to Jacobs
only providing Project Control functions and was subsequently, following my
interview and review of resume of qualifications, Pinnacle One was assigned
the contract rather than it going back on the street for a new procurement.
Some of the typical duties I was responsible for involved the following:
July 2007 - February 2008
Jacobs Carter Burgess
I served as the Construction Manager on all civil and heavy construction
aspects (Upper level roadway extension, storm drainage improvements,
communications systems relocations, etc.) of the modernization program
being undertaken at San Antonio International Airport.
managing several contractors on various aspects of the program,
conducting weekly coordination meetings with all appropriate parties
(Owner, contractor, PM staff, airlines, and other stakeholders.)
mentoring a very inexperienced construction management staff regarding
contracts management, including the interpretation and applicability of the
various contract clauses,
document control issues in support of the Owner and subsequent project
audits,
schedule review and analyses,
claims and changes review with preparation of merit review analyses,
liaison with the Owner, local utilities, and airline representatives,
various field coordination efforts in pursuit of program goals.
June 2005 - February 2007
Chicago O'Hare International Airport (ORD) - DMJM Aviation
I served as the Deputy Program Manager for the O'Hare Modernization
Program, a $6 billion redevelopment to realign active runways from
intersecting alignments, to a parallel east/west flow. I was responsible
for oversight of the Construction Management Consultant to ensure all
contractual obligations were being met. This involved the establishment
and authoring of procedures as well as ensuring that all fiscal controls
necessary for the proper documentation and execution of the program had
been established and were being followed. I was also responsible for
acting for the Program Manager in his absence, as well as active
involvement in supporting company projects regarding processes, procedures,
business proposals and presentations, mentoring of younger engineers, and
ISO Certification issues.
August 2004 - June 2005
Turner Construction Company
As a Senior Transportation Project Manger, I was responsible for various
projects and business development activities regarding aviation related
projects.
Miami International Airport (MIA) North Terminal Development
I assisted the legal team in review and analysis of the various claims that
were being processed and negotiated in an attempt to close out the project.
I was also responsible for establishing and authoring procedures for the
program management of the in-line baggage screening projects at Los Angeles
(LAX) and Ontario (ONT) International Airports.
Business Development activities included presentations and proposal support
for Detroit Metropolitan Wayne County Airport (DTW), Atlanta Hartsfield-
Jackson International Airport (ATL), Chicago O'Hare International Airport
(ORD), and Palm Springs International Airport (PSP).
I was also responsible for constructability and contract scope reviews for
the new Jet Blue Terminal at John F. Kennedy International Airport (JFK).
June 2004 - August 2004
New Doha International Airport (DOH) - Bechtel Corporation
As Construction Manager for the New Doha International Airport in Doha,
State of Qatar, I was responsible for all project start-up activities
including design reviews, authoring, reviewing and approving program
policies and procedures, as well as establishment of the project office.
May 2003 - June 2004
Bechtel Corporation
I was a Senior Project Manager responsible for various business development
and proposal support activities for the O'Hare Modernization Program (OMP)
at Chicago's O'Hare International Airport (ORD), as well as the proposed
greenfield relocation of the Panama City, FL airport (PFN)
November 2002 - May 2003
Philadelphia International Airport (PHL) - Turner Construction Company
As Project Director, I was brought in to assume responsibility for all
construction management aspects for the new international terminal at
Philadelphia International Airport - a project that lagged behind schedule
primarily because of a bankruptcy filing by US Airways and was considerably
over budget. I was the driving force behind the reestablishment of
communications with all contractors and instrumental in getting all parties
(city/contractors/US Airways) to pull together to complete the project in
a renewed spirit of trust, cooperation, and good faith bargaining. Under
my purview, despite a critical week-long construction delay due to the City
of Philadelphia functions held in the facility prior to the opening, as
well as the required FAA security sweep that took place prior to the
opening, the project opened as planned by going operational on May 2, 2003
October 2001 - November 2002
Chicago O'Hare International Airport (ORD) - Bechtel Corporation
As Terminal Construction Manager for the Terminal 6 project at Chicago
O'Hare International Airport, I was responsible for constructability and
technical support services during the engineering phase of this design-
build project. I worked with the engineering staff to schedule and track
engineering progress and provided constructability and operations input to
ensure workable designs. I was also involved in a team building program to
promote shared goals among all members of the joint venture and client.
Early on during this project, I was assigned to the engineering group and
was tasked with establishing the tracking mechanism to ensure that the
design stayed on schedule at the percentages outlined in the contract.
This involved setting up a computerized system for tracking and monitoring
the progress of the various drawings that would make up the Terminal 6
design package, a task that involved over 1,400 drawings. The system
allowed for review and evaluation of each individual drawing, it's
estimated percent complete, and then all drawings were weighed against the
contractual requirements to establish an overall percent complete of the
design; 30% complete, 60% complete, etc. As the contract was a design
build project and was working to a fast track schedule, it meant that
several packages would be completed to the maximum while others were still
in the early stage (i.e., Foundations were needed early to begin
construction, while bathroom finishes would not be needed for several
months into the future.).
January 2001 - October 2001
Miami International Airport (MIA) - Bechtel Corporation
As a Senior Project Manager, I was responsible for the establishment of the
Construction Management Program for the new parallel (8L-26R) runway being
constructed as a part of the Miami International Airport Capital
Improvements Program. This involved establishment of all working policies
and procedures which were to be turned over to an as yet to be named
Construction Management Consultant. Subsequently, I was assigned to "jump
start" the upper level roadway project which had fallen behind schedule due
to several engineering and construction problems that had surfaced. After
determining the root cause of many of the issues, I provided direction to
the engineers, contractor, and construction management firm so that the
project could get back on track and opened to traffic as quickly as
feasible, considering all outside coordinations required.
September 2000 - January 2001
Los Angeles International Airport (LAX) - Bechtel Corporation
As a Senior Project Manager, I was responsible, on a consulting basis, for
the review and resolution of several claims issues for the Tom Bradley
International Terminal project at Los Angeles International Airport. I was
responsible for reviewing, analyzing, and supporting in the negotiations
for various claims on the project. In addition, I was requested to serve
as the City's independent advisor during the procurement process for
selection of several on-call construction management consultants.
August 1999 - September 2000
Atlanta Hartsfield International Airport (ATL) - Bechtel Corporation
As Construction Manager for a three firm joint venture performing
engineering and construction services for the capital works program, I was
responsible for oversight of all construction management aspects for the JV
and instituted work processes that increased efficiency. I established a
system for expediting contract closeout which freed up airport and joint
venture resources to be more effectively used and devoted to more pressing
issues
June 1995 - August 1999
Ontario International Airport (ONT) - Bechtel Corporation
I served as the Project Manager for the expansion of the Terminal Area
Facilities, managing all landside and airside aspects for the $270 million
expansion - taxiways, new terminal complexes, roadways and parking,
drainage and support facilities. The project opened 4 months ahead of
schedule and $27 million under budget. I was responsible for oversight and
coordination of 15 different projects administered by Los Angeles World
Airports and the City of Ontario and led constructability reviews;
coordinated with airport operations, FAA, tenants, and other stakeholders;
developed project procedures and document control; and performed claim
analyses. In addition, I supported an outreach program that, with a goal
of 25 percent, achieved 38 percent MBE/WBE participation
April 1993 - June 1995
Miami International Airport (MIA) - Bechtel Corporation
As Project Manager for the Cargo Facilities Development, I was responsible
for all aspects of a multi-project $450 million cargo facilities expansion.
I managed multiple architectural/engineering firms responsible for the
design and field inspection of 10 cargo buildings, a new aircraft parking
apron, underground utilities and a new roadway system. I was also
responsible for all coordination with utility owners for the construction
and relocation of electrical substation facilities, as well as relocation
of a jet engine test facility, all while addressing environmental clean-up
concerns as well as addressing all security concerns for the FAA and U.S.
Customs Services.
October 1988 - April 1993
Dallas / Fort Worth International Airport (DFW) - Bechtel Corporation
I served in several roles during the five year period I worked at DFW,
including field/office engineer, contract administrator, resident engineer,
project administrator. I was the Project Administrator for a $150 million
(budgeted) expansion of the hangar and maintenance facilities for American
Airlines, involving the construction of two new aircraft maintenance
hangars, central utility plant, existing warehouse expansion with new
automated conveyance system, administrative and training offices,
associated aircraft apron and taxiway system. I also served as the
Resident Engineer for an expansion of the Southeast Holding Apron and
involved the construction of approximately 150,000 sy of concrete apron
pavement and associated taxiway lighting system, re-alignment of the
existing service road, new jet blast fencing and all associated underground
infrastructure elements. In addition, I was assigned as the Bechtel
Contracts Administrator for all projects assigned to Bechtel's management
by the DFW Airport Board staff and my responsibilities included
negotiations and preparations of all change order matters being submitted
to the Airport Board staff for subsequent approval by the Airport Board,
daily interfacing with the various Resident Engineers and staff for the
numerous contracts being managed by Bechtel.
May 1978 - October 1988
Various Engineering/Consulting/Testing and Surveying firms
Early during my engineering career, I gained valuable experience in all
fields related to surveying and construction control, testing and
inspection, civil design, post-tensioned high rise and parking structure
construction, as well as commercial and residential developments. Much of
this period was spent in obtaining the necessary experience to qualify for
my professional engineering license in the State of Texas.
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