Project Manager Construction
Resume:
James M Pagano
Plano Texas 214-***-****
**********@***.***
Senior Project Manager
Project Management / Labor & Large Project Management / Contract
Negotiations Employee & Vendor Relations / Multi-Site Operations /
Construction / Crisis Management Budget Analysis & Management / Contract
Management & Negotiations / Scheduling Multi-Site Operations / Operations
Design & Management / Organizational Development Policies & Procedures /
Architecture / Construction Documentation / Value Engineering
Managed all aspects of project completion; including pre-construction, due
diligence, construction and post construction. Delivered large, highly
technical and complex projects for large and small client base. Built high
performance teams to overcome challenging obstacles, ensuring project
completion and product delivery. Strong understanding of other team members
as they relate to the total process. Dynamic leadership skills combined
with excellent problem solving.
Directed the due diligence, pre-construction, construction, and post-
construction processes. Controlled budgets; schedules; estimating;
subcontractor and vendor management. Led site development; value
engineering; office and field staffing; as well as final product delivery
and acceptance. Interacted with and represented Construction to other
internal and external team members. Managed external design professionals
to facilitate collaborative relationship for improved productivity and
performance.
Key Skills: Ability to get things done quickly. Grasp technical matters
quickly. Effective at organizing labor. Perform against tight deadlines.
Skillful / seasoned negotiator. Excellent recruiter. Troubleshooter /
problem solver Tactician / strategic thinker. Hands on / High achiever.
Analyze situations rapidly. Meet demanding objectives.
Career History and Highlights
Senior Project Manager ICI Construction 2008-present. Manage construction
related activities for General Contractor. Established mentoring program
for assistant project managers. Project types included high density, mix
use, multi family and student housing, commercial and health care. Managed
projects in multiple States.
. Reworked internal reporting and budget tracking procedures. Company
project managers were using individualistic scheduling and budget
tracking reports. Established standard procedures and protocol for
company wide use. Streamlined paperwork and implemented mentoring
program for project managers. Revised Quality Control manual and field
procedures. Led company in implementation of policies for LEED and
anticipated new energy building codes.
. Devised methodologies to fast track project deliveries. Developed new
strategies and synergies with key vendors and subcontractors to
enhance project performance and reduce project delivery schedule.
Resulted in reducing company general requirements, increasing profits
and providing interim leasing income for Clients
. Division Vice President Edwards Communities Construction Company, 2003
to 2008. Managed $150M budget and all company construction-related
activities. Led due diligence, pre-construction, construction, and
post-construction processes. Managed 30 internal team members and
multiple external design professionals.
. Restructured engineering options to cut costs, saving $2M. Company had
an extremely difficult and cost prohibitive project site design that
risked jeopardizing the project completion. Built strategic alliance
with outside consultants and initial design professionals to redesign
engineering options. Reduced costs, allowing successful project
completion within original budget parameters.
. Built new construction methodology for multistate expansion and drove
$18.5M in new profit. Company wanted to expand operations with
absolute delivery deadline for new product launch. Restructured the
company's existing field management to increase quality with smaller
staff. Controlled costs and met industry standards for product
delivery. Enabled expansion into eight to ten new markets annually.
. Redesigned project procedures to eliminate redundancy and reduced
construction costs below national average. Lack of performance
standards made the company unable to deliver their products on
schedule and within budget. Developed and devised set procedures and
policies for the entire construction division. Reduced staffing 10% to
eliminate redundancy and cut construction costs 7% - 10% below the
national average. Increased project completions and revenues with
improved quality.
Vice President, Bush Companies, 1988 to 2003. Directed all construction and
real estate-related activities on specific in-state and out-of-state
projects. Managed $200M budgets; schedules; estimating; value engineering;
and field staffing to drive project completion on budget and ahead of
schedule. Controlled subcontractor and vendor selection as well as project
specifications; site development; and final product delivery and
acceptance.
. Completed $24M project two months ahead of schedule, reducing risk and
liability. The company had a pre-sold luxury mid rise that was 14
months behind schedule and out of construction sequence. Built new
field management team, and revised and accelerated the construction
schedule. Implemented systems with the sales force for final product
delivery to complete the 156 unit project ahead of the revised
projected delivery date.
. Expanded Bush Companies operations to become industry leading
timeshare developer. The company was unable to deliver the product on
schedule and on budget, resulting in lost sales revenue and cancelled
contracts. Restructured construction process, recruited new
management, and revised the subcontractor and vendor base to increase
sales 25% and reduce construction costs 12%. Enabled expansion of
operations to national prominence.
. Implemented accelerated project completion, saving $15M for Bush
Companies client. Company client requested project completion moved to
90 days ahead of schedule to obtain favorable financing structure.
Designed an accelerated schedule for early project completion to
facilitate City and key subcontractors and vendors plan
implementation. Delivered project ahead of schedule, generating
continued annual positive cash flow.
. Turned around delayed $51M project to deliver two months ahead of
revised schedule for Bush Co. The company had a luxury pre-sold high
rise that it was unable to deliver per schedule. Reorganized the
company's finish operations, implementing new procedures, schedules
and policies with subcontractors, vendors, and internal team members.
Delivered 246 unit project ahead of schedule with less than industry
standard for warranty issues.
Education / Licensure
Education:
College of William and Mary
Licensure:
Commonwealth of Virginia State Contractors License
Tennessee State General Contractors License
Louisiana State General Contractors License
References:
Michele Z. Ball Vice President Bush Construction
4029 Iron Bound Road
Williamsburg, Virginia 23188
*****@*******.***
Steve Williams Vice President ICI Construction
5700 Keller Springs Road
Addison Texas 75001
*********@*********.***
HR Ransom President HR Ransom and Associates
Columbus Ohio
********@*****.***
Edwin D. Wagers R.A. James Dodds
9371 Pine Creek Drive The
Architectural Studio
Powell, Ohio 43065 409 North
Seventh Street
614-***-**** cell Baton
Rouge La 70802
614-***-**** 225-215-
1777
*******@***.***
*****@**********.***
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