Project Manager Construction

MARK M. Morton

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**** ***** ****** **** *** Fort Collins, CO 80528 phone: 970-

***-**** ************@*****.***

PROFESSIONAL PROFILE

Construction Executive with a successful 25-year record of accomplished

experience in commercial construction on a wide variety of building types

utilizing various contract delivery methods. Able to lead and motivate

multifunctional groups and develop productive relationships with colleagues

and clients at all levels. Consistently delivers profitable revenue goals

by driving individual accountability with the highest level of integrity

and implementing proven fee enhancement strategies all while being

attentive and responsive to client expectations. Decisive leader with

cognitive skills necessary to anticipate problems and mitigate business

risks by taking proactive steps to address potential issues.

Additional areas of expertise include:

Project Planning/Management

Contract Negotiations

Budget Development

Budget Management

Preconstruction Services

Goals & Objectives Development

CPM Scheduling

Cost Estimating

SOP/Policies Development

QA/QC Management

Recruiting and Hiring

Client Relationships

RFP/Interview Planning

Persuasive Communicator

Knowledge of Contract Methods

Excellent Interpersonal Skills

Trainer/Motivator/Mentor

Risk Assessment

EMPLOYMENT HISTORY

Alliance Construction Solutions 2005 to 2009

Loveland, CO

Construction Executive-

Member of the Executive Management Team focusing on operational

excellence including overall project performance and profitability.

Responsible for coordinating the allocation of resources within the

business and provide on-going maintenance of Client relationships. As

Principal in Charge on assigned projects, responsible for operational

staff and project personnel motivation.

. Provide leadership and mentoring to multifunctional departments

to assure consistent delivery of construction services.

. Financial responsibilities include oversight of approximately

$15 - $20 million of project volume while focusing on

maintaining or increasing margins, project safety, quality

assurance and schedule adherence.

. Monitors and assures the decision-making of project operations

staff remain consistent to company policies/operating

procedures.

. Develop and support yearly business plans.

. Lead and support Business Development functions with operational

expertise for key RFP, RFQ and project interviews for project

procurement.

. Implement and manage subcontractor qualification process,

assessing the overall performance and financial stability of

trade contractors in the market.

. Conduct weekly operations staff meetings to review active

project status, staffing of pending projects, train employees on

policies/procedures, share best practices, provide marketing

reports and adjust project resources.

. Maintain and foster positive client relationships by being

attentive to their goals and remaining active on their projects.

The Weitz Company 2004 to 2005

Phoenix, AZ

Senior Project Manager

Responsible to manage multiple projects and personnel on assigned

projects including overall project planning, assured implementation

consistent with the project plan and remained attentive to project

risk issues consistent with company requirements.

. Provide operational input and assistance to the Estimating

Department on projects.

. Negotiated and resolved key contract issues with Clients.

. Developed project schedules, sequence and identified long lead

equipment.

. Interviewed and selected Subcontractors/Vendors for projects.

. Monitored job costs and responsible for project profitability.

. Prepared and administered subcontract/supplier purchase

agreements.

. Administered contract compliance issues.

. Negotiated subcontracts and coordinated work of subcontractors.

JE DUNN Construction Company 1984 to 2003

Colorado Springs, CO

Vice President of Operations-Dec 2001 to Nov 2003

Managed the Colorado Springs Regional office of JE Dunn Construction

Company and directed the operations staff of 22 office employees,

extensively coordinating the overall allocation of operational

resources to business opportunities in the Rocky Mountain region.

. Financial responsibilities included oversight of a $125 million

budget with the goal of earning 100% fees on all projects.

. Provided leadership to multifunctional departments and ensured

the delivery of high quality services to internal and external

clients.

. Drove the performance and decision-making of the operations

staff to remain within parameters of company policies and

standard operating procedures.

. Implemented proper business planning and internal communications

to meet Company goals and objectives.

. Supported business development functions on procurement of work.

. Presided over weekly operational meetings to review project

status, staffing issues, training of employees, business

development opportunities and adjust project resources, as

required.

. Managed client expectations through effective communications and

maintaining client relationships.

DUNN of Colorado (dba Hughes Smith, Inc)-

Colorado Springs, CO

President (interim)-Nov 2000 to Dec 2001

Vice President & COO-Mar 2000 to Nov 2000

Selected to be the "change leader" to grow revenues and align the

operational functions of Hughes Smith, Inc., an acquired

subsidiary, which generated approximately $26 million in revenues.

Promoted to President (interim) managing over 100 employees and

assumed bottom line responsibility for the business unit including

marketing, administration, project management, estimating and

field operations.

. Increased construction volume by nearly 100% to over $50 million

and maintained this backlog despite economic downturn.

. Expanded project management, field supervision and estimating

staff to support increased volume of work.

. Organized and conducted monthly meetings with the Board of

Directors to report on issues confronting the business unit.

. Implemented an internal process of defining work group

responsibilities and produced standard operating procedures,

employee handbooks, quality control procedures and company

policy manuals.

. Retained 95% of clients during sensitive transition of corporate

identity change from a local to national contractor.

. Upgraded business profile by directing the relocation to new

13,500 SF corporate office and warehouse facilities.

JE DUNN Construction Company

Kansas City, MO

Senior Project Manager-1994 to 2000

Project Manager-1987 to 1994

Assistant Project Manager -1984 to 1987

Responsible to manage multiple projects and operational personnel

including overall project planning, team leadership, risk assessment

and successful project implementation.

. Completed cost estimating for GMP proposals and change orders.

. Assisted the Estimating Department on competitive bid projects.

. Developed project schedules and identified long lead materials

and equipment that required early procurement.

. Monitored job cost accounting and responsible for project

profitability.

. Developed and implemented project specific quality control and

safety programs.

. Prepared and administered subcontracts and contract compliance

issues.

. Negotiated subcontracts and coordinated work of subcontractors.

. Managed the distribution, review and accuracy of shop drawings

and other project related information required by the project

team.

EDUCATION

1988 Masters of Business Administration, Rockhurst College-Kansas

City, MO

1983 Bachelor of Science Construction Science, Kansas State

University-Manhattan, KS

CERTIFICATIONS

2002 ASHE Healthcare Construction Certificate

2001 ICBO Examinee and Class A1 General Contractors License

2001 Leadership Pikes Peak Graduate-Community Trustee Program

1996 Explorations: Advanced Presentations Skills Training

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