Project Manager Power Plant
Resume:
Mark Guess
Carmel, IN ***32
abkof8@r.postjobfree.com
With my experience in new business development and operations I have
demonstrated the ability to deliver accelerated market growth, significant
cost reductions and enhanced customer loyalty, while at the same time
planning and implementing critical business expansion. I offer a broad base
of experience and the vision to help lead companies to achieve improved
result on a continual basis. My achievements clearly demonstrate my ability
to deliver.
. Providing the vision, strategic direction and tactical business
development in creating a plan for positive market growth.
. Excellent market research and competitive analysis skills, with
extensive experience in data collection, synthesis, and documentation.
. Proven instinct to quickly affect change and improvement with key
expertise in visualizing, designing, and executing business process
reengineering relationship marketing programs.
. My commitment and ability to create an open line of communication
between all levels of management.
My resume provides further details on my background and accomplishments.
Realizing that this letter cannot adequately convey my personal strengths I
would appreciate the opportunity to meet with you.
I thank you for your consideration and look forward to hearing from you.
Sincerely,
Mark Guess
Enclosure: Resume
Mark Guess
11455 Monon Farms Lane
Carmel, IN 46032
abkof8@r.postjobfree.com
Experience
MJ Electric, LLC. 2008 - 2009
Iron Mountain, MI
MJ is a full service industrial and utility national contractor. The
company has $380M in revenue annually.
Vice President of Industrial Controls and Instrumentation (2008-2009)
. Acquired major new accounts through development of strategic business
targeting program implemented under my direction. (Clients such as
Duke Energy, Consumers Power, Santee Cooper)
. Created and implemented a new business development plan to increase
strategic long-term goals.
. Worked directly with preconstruction and operations and reviewing
estimates for multimillion dollar proposals.
. Collaborated with project management group to create financial bridge
reports for project planning and corporate review.
Gaylor, Inc. 2004 - 2008
Carmel, IN
Gaylor is a full service, bonded and insured electrical contractor
servicing Transmission/Distribution, Industrial and Commercial markets.
The organization totals 1,200 employees licensed in 38 states with annual
revenues totaling $200M.
Chief Operations Officer (2005 - 2008)
. Spearheaded company-wide changes in building cycle to a more
decentralized model resulting in a direct impact on corporate
effectiveness and profitability.
. Managed and mentored 11 direct reports, including general managers
responsible for running regional businesses end-to-end (including all
business developments, finance, and operations).
. Oversaw operations as company annual revenues grew from $84M in 2004,
to $135M for 2007 ($200M projected for 2008). Profitability during
tenure tripled. Each of 11 divisions grew revenue by an average of
35% from 2006 to 2008.
. Directed corporate research and business development as part of the
restructuring transition, resulting in aggressive revenue growth
through business development program within each division.
. Led the development of a long-term contractual agreement with AEP
Transmission and Distribution division.
. Developed communication avenues for potential strategic acquisitions.
. Managed operational guidelines and created procedures for setting up
new branches and markets, focusing on projected revenue generation,
profitability, and feasibility studies. Resulting in successfully
expanding to include several branches in North Carolina and Arizona.
. Managed and negotiated major banking relationships.
General Manager, Ohio Division (2004 - 2005)
. Reported directly to the President; was originally hired to turnaround
and develop the Ohio division.
. Developed strategic account planning, business development, sales and
training of Project Managers to support this process, which resulted
in an increase of new private client base.
. Within eight months led Ohio division to profitability from an annual
loss of $2M, while simultaneously increasing revenues by 20%.
. Managed entire business in local region to include marketing,
preconstruction, engineering, sales, finance, operations, and an
additional field staff of 90.
Regent Electric, Inc. 1992 - 2004
Toledo, OH
With 150 employees, Regent Electric has grown and innovated in an industry
that has become highly sophisticated and highly technical. Today their
services include engineering, design, construction services, and cost
consulting.
Vice President, Construction
. Reporting to the President, managed all of company operations, except
financial reporting (Accounting & Payroll).
. Oversaw all project management and preconstruction initiatives for the
organization, including project-based P&L.
. Direct staff consisted of four project managers, purchasing agent, and
administrative support. Held complete accountability for field staff
ranging between 120 and 150 employees.
. Increased annual revenues from $5M in 1992 to $20M in 2004, while
doubling profitability.
. Led key diversification strategy to force organization to focus on
spreading efforts across various regions and projects, both in the
public and private sectors.
. Led multi-million dollar projects ranging from electrical build-out of
manufacturing facilities for Ford and GM (Transmission Division), as
well as service truck facilities.
. While focusing on revenue and profitability, simultaneously drove
company-wide strategy to position Regent Electric as the ethical and
reputable electrical contractor of choice, resulting in extremely high
retention among employees.
Romanoff Electric Corporation (acquired by Encompass Services Corporation)
Toledo, OH 1981 - 1992
Encompass offers a single source for designing, installing, maintaining and
upgrading electrical systems. With several thousand electricians, Encompass
can fulfill any electrical or cabling need. The company's size and scope
mean quality service in a single facility or at multiple sites. Fully
licensed and insured electricians and data experts know the codes and
regulations in force in every state, ensuring full compliance at one or
several facilities.
Project Manager & Estimator
. Reporting to the President of Romanoff Electric, managed field teams
in excess of 100 electricians, installer, superintendents, and project
foremen.
. Direct office staff of four including Junior Estimator, Buyer, Project
Manager, and Administrative Support.
. Typical project size was roughly $25M in automotive manufacturing
projects, and $15M in waste water, construction, and institutional
projects.
. Led strategic initiatives and planned programs focused on acquiring
new clients.
. Handled the final negotiation and agreements on target projects being
brought into the organization.
. Solidified Romanoff's first major project to manage Honda
Corporation's build-out of local manufacturing plant, this first of
its kind in the State.
. Personally managed the largest and highest-profile projects for the
organization, in addition to all specialty projects in new markets.
. Led all marketing efforts along with customer retention initiatives.
. From 1987 - 1992, doubled Romanoff's market share through solidifying
their brand as the market leader in both ethics and quality
. Acted as lead on all financial returns of the company's field
operations as well as profitability analysis for the larger projects.
United Engineers and Constructors (UE&C, a Raytheon Company) 1979 - 1981
UE&C was a construction division of Raytheon Company with 120 engineers and
over 800 total staff.
David Besse Nuclear Power Plant, OH
Assistant Project Manager
. Led facility and construction projects onsite at David Besse Nuclear
Power Plant.
. Coordinated construction budgets, interfaced with construction
managers and engineers.
. Acted as liaison between public utilities groups and regulatory
groups.
. Gained initial understanding of electrical construction and planning.
Education
. University of Toledo
Continued Education/Organizations
. FMI (Fails Management Institute)
. Executive Training courses at University of Toledo
. Jack Miller Network
. DBI (Design Build Institute) Member
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