Project Manager Maintenance

Objective

A Green Industry leadership position in that requires innovation, safety,

sustainability, and thrift.

Profile

Candidate is a degreed professional with 18+ years of diverse horticultural

experiences. In college, he managed the university A.A.S. horticultural

demonstration gardens and worked on the athletic turf crew during football

season. He has supervised the maintenance of multiple- large master planned

community landscapes, and was an expert of record for the native plant

salvage/storage/restoration portion of a state highway project. He directed

the landscape construction portion of the first upland sonoran desert

master planned community in Mesa, AZ. The candidate functioned as regional

landscape manager for the third largest R.I.E.T. in the country, managing

approximately thirty-six million square feet of multi-family landscaping in

four western states, and assisting with the project management of $300

million in new multi-family construction. Recently, he assumed

responsibility for a landscape maintenance/snow management business.

During his tenure, the operation quadrupled in size, maintained a lion

share of its customer base, and overcame many challenges to generate a

profit in the second year.

Skills Summary

Community/Industry Land use planning Resource conservation

outreach Landscape design Safety mgt

Financial mgt Personnel dev/mgt Turf mgt

Fleet /Equipment mgt Production tracking Value engineering

General office skills Vegetation/ROW mgt

Horticultural methods Professional

Irrigation (incl. presentations

central control)

Professional Experience

Administration:

. Customer Relationships/Sales/Renewals:

. Drive customer satisfaction through proactive attention to performance

issues, seasonal production goals, and sales opportunities. Ensure

that key personnel build/maintain strong customer relationships, and

directly manage relationships with key customers. From 2003 to 2009

maintained a ratio of less than 10% dissatisfied clients to 46% highly

satisfied customers on surveys.

. Collaborate with key personnel to develop proposals, sell landscaping

& snow services to existing and potential customers, as well as

communicate work site hazards and possible solutions. Have averaged

between $.40 - $.60 of every maintenance dollar on enhancement, or

extras landscape work. Have also produced about $.20 - $.30 of every

maintenance dollar on snow management.

. From 2006 - 2009 personally completed an average of $160k in new

contractual maintenance sales annually. During the same time period,

completed over $300k in landscape enhancements, and approximately 150k

in snow management.

. Employee Recruiting/Staffing/Development/Management:

. Direct staffing efforts, primarily through "Bull Pen" strategies and

employee referrals, and secondarily through college requiting &

internships.

. Have consistently filled supervisory positions from within company and

have maintained approximately 75% - 85% of field employee from year to

year. Percentage is closer to 90% in 12 month markets.

. Have maintained direct access to college interns and graduates through

annual campus visits, Alumni departmental advisory positions, and

frequent participation in PLANET Student Career Days.

. Chairman of Desert Green Student Career Day (Las Vegas, NV) from 2000

to 2003. Desert Green Student Career Day was an effort to "Deepen the

Pool" of horticultural professionals in Las Vegas.

. Have personally employed 25 college interns and have placed

approximately 45% with my employers, and placed over 75% with

professionals in my network.

. Financial Responsibility:

. Northwest Landscape Services, Drove business growth from zero to

approximately $860k annually in combined maintenance, enhancement, and

snow sales during period of January 2007 to July 2009. Produced 6%

net profit margin in second year of operations, and on pace to net 11%

by year end 2009.

. ValleyCrest Landscape Maintenance Company, Directed business growth

both personally, and through Business Developer and Account Managers.

From 2003 to 2006, grew business from 1.2 million to 4.8 million in

combined maintenance, enhancement, and snow sales. Despite corporate

directive to relocate operation 2 of 3 years, maintain vehicles on 11

year lease program, and corporate, central, and regional allocations

of roughly 23% above local overhead and indirects- I assumed a 240k

loss from 2002 and managed the financial health of the business to

just under 9% net profit in 2006.

. Camden Property Trust, Administered a combined annual landscape

operations budget of 3.6 million dollars for 36 million square feet of

landscaping on 74 luxury multi-family communities in Arizona,

California, Colorado, and Nevada. Managed an annual capital

improvement budget of approximately 700k - 1.4 million dollars,

excluding additional annual government incentives of approximately $50

- $150 thousand toward water conservation capital efforts.

. Mortimer Landscape Nursery, Project management contract to complete a

$360,000 landscape installation at the new Prescott Valley, AZ

Municipal Building. Was hired specifically to surmount a $65,000

dollar error in the contract bid and three week late start due to the

calculation error. Completed project three days late, approximately

$18,000 thousand over budget but, with change orders of an additional

$15,000, nearly covered the initial bidding error, and liquidated

damages.

. United Development, Project managed a $630,000 right of way, median,

and golf course clubhouse landscape installation at Las Sendas, the

first upland Sonoran Desert master-planned community in Mesa, AZ.

The project entailed native plant salvage, storage, and restoration in

addition to conventional landscape irrigation and plantings.

. Desert Care Landscape Company, Landscape maintenance superintendant

for The Islands, Warner Ranch, Gold Canyon, and Superstition Springs,

residential and mixed use master-planned communities in the east

valley of Phoenix/Tempe/Mesa, Arizona region. Combined, the projects

totaled approximately $74,500 in monthly contractual maintenance, with

an additional $15,000 monthly in irrigation repairs and improvements.

Operations

. Safety:

. Insure all supervisory personnel complete OSHA 10 & 30 Hour training

programs, and stay current on First Aid, CPR, and AED certifications.

Completed training in 2005.

. Utilizing a safety committee composed of key individuals from office,

shop, and field operations facilitate operation safety program to

prevent work place injuries and accidents, and control workman's

compensation insurance premiums. From 2003 to 2006, had 10.2 reported

safety incidents on average per 200,000 hours annually. From 2007 to

2009 had one reported safety incidents on average per 29,000 hours

annually.

. Completed daily, weekly, monthly, and annual meetings. Meetings

included: monthly safety committee meeting, weekly supervisory safety

mtg, weekly tailgate safety mtg, daily vehicle and equipment

inspection, weekly and annual shop inspection, and periodic work site

spot inspections.

. Production- Forecasting and Tracking:

Utilizing strategic, financial, marketing, and operational plans

generate forecast & forecast v. actual reports. Calendar annual,

quarterly, monthly, and weekly financial reviews with key employees to

compare actual financial performance against annual, quarterly, and

monthly plans. Allocate specific blocks of time daily/weekly/monthly

for the purpose of reviewing key financial indicators according to

established plans.

. Specific reports include-

A. Field labor quantity to revenue including o.t.(body count),

B. Average crewmember wage- forecast to actual including o.t. (used

to determine size and number of crews based on revenue per route

v. forecasted G.M.). Average crewmember wages including o.t.

decreased 5.9% from 2003 to 2006 for a total of $12.87.

C. Forecasted direct expense forecasted v. actual (materials,

expensed tools and equipment, direct fuel and lubricants, and

hourly direct cost of vehicles and non- expensed equipment)

D. Gross margin by job & route forecasted v. actual

E. Profit center gross margin forecasted v. actual

F. Accounts Receivable on current, 30/45/60/ 90/ and 120 day time

horizon

G. Accounts Payable on current, 30/45/60/ 90/ and 120 day time

horizon forecasted indirect, supervisory, general, and

administrative expense forecasted v. actual

. Specific portions of the reports utilized in supervisory training

meetings to maintain operational cohesiveness. Take copious notes of

forecast v. actual variances for fiscal year end discussions and

ensuing year budgeting. Utilize past years performance to gauge

profitability of individual tasks, pricing, renewals, and

environmental affects upon performance.

. Production- Training and Performance Tracking:

. In collaboration with key personnel, develop training schedule,

supporting documentation, and attendance records.

. Facilitate annual production refresher, snow management, production-

sensitive training. Format weekly training to coincide with

supervisory and tailgate safety training.

. Facilitate week-end production meeting with key personnel and provide

agenda for meeting, with input from key personnel. Primary topics

include: safety, production actual v. forecast, production

calendaring, enhancement production updates, personnel updates &

routing, and items for key personnel.

. Enhancements-

. Northwest Landscape Services, Averaged between $.50 - $.65 of every

maintenance dollar on enhancement, or extras landscape work. From

2006 to 2009 generated an average of 160 k in annual revenue, gross

margin of 58%, and net margin of approximately 24%.

. ValleyCrest Landscape Maintenance Company, Averaged between $.40 -

$.60 of every maintenance dollar on enhancement, or extras landscape

work. From 2003 to 2006 generated an average of 1.3 million in annual

revenue, gross margin of 63%, and net margin of approximately 18%.

Calendar specific enhancement activities to better target revenues and

expenses.

. Snow Management-

. Northwest Landscape Services Provided comprehensive snow management

services for primary maintenance customer. Services included contract

negotiations, dispatching for in-house and subcontracted operations,

collecting revenues & paying subcontractors, quality control

activities, ice control material sourcing, and single point of

customer contact.

. ValleyCrest Landscape Maintenance Company Directed all activities

associated with management of $600k to $800k snow management

operation. Self-performed over 80% of work and managed an on call

staff of 100+ employees. Projects ranged from small retail center

serviced with a snow blower and shovel to 60 acre corporate accounts

requiring front-end loaders with 16' box plows. Leveraged customer

relationships to diversify contract forms- per push, time & material,

and monthly service contracts.

. Special Projects-

. Northwest Landscape Services & ValleyCrest Landscape Maintenance

Company,

Facilitated various vegetation, hazard tree, waste disposal, utility &

municipal access services for Norfolk Southern Rail Road on a monthly

contract and "enhancement" basis. Scope of work included, 25miles of

right of way and 200acres of adjacent property. Vegetation management

included monthly rough field mowing, brush cutting, line-trimming, and

judicious utilization of selective & non-selective herbicides,

defoliants, and plant growth regulators. Scope of work increased 30%

annually from 2006 to 2009 with a proportionate reduction in direct

labor expense through improved chemical vegetation management.

Improved techniques resulted in double digit gross margin increase

from 2008. Hold Illinois Department of Ag Pest Control Applicators

License.

. Northwest Landscape Services, 2008 Began multi-year, 50% Chicago-land

market share maintenance agreement with Sunrise Senior Living

communities. Portion of scope included the twice annual rotation of

annual color. Function included roughly 12,000 square feet of

established flower beds, 197 decorative cast pots of various sizes,

and 128 - 12 & 14 inch hanging baskets. Total pot count located in

primary marketing locations, requiring high plant density & mature

sizes. Utilized moderately sized tropical plants for vertical element

and combinations of in determinant annual color and vines to reduce

density, while providing robust visual accents in high traffic zones.

Visual evidence that color beds had been recipient of "scope creep".

A primary concern was the lack of adequate irrigation coverage on

significant portions of beds. Negotiated with site contacts to

introduce native flowering perennials to annual plantings in order to

insure desired visual effect. Perennial plantings reduced scope of

annual color function by 20% - 30% and cost of alterations were

captured by third rotation, roughly 12 months.

. Camden Property Trust, Operational imperatives included water expense

reduction and municipal compliance, planting sustainability v. visual

accentuation of community quality and requisite marketing appeal, and

corporate brand initiatives.

o Was the first multi-family company in Las Vegas to employ central

irrigation technology as a method of water conservation? Received

public grants and rebates to subsidize the preliminary system

audit, renovations, central irrigation technology design &

installation, and perpetual management. Collaborated with adjacent

golf course to utilize existing weather station in order to defray

installation and management costs. Rapid R.O.I.C. (18 months)

resulted in corporate initiative to utilize central irrigation in

all new construction and selected stabilized communities in the

western region.

o Facilitated 1.3 million dollars in landscape irrigation renovations

(excluding central control initiative and enhancements region-wide,

as concerted effort to reduce water consumption, enhance

sustainability of the systems & adjacent physical assets, and to

comply with various municipal water conservation ordinances.

Notable results included:

. Elimination of punitive charges and rampant negative publicity

for non-compliance to local conservation ordinances, which

amounted to $15k - $25k annually as a direct cost, and

incalculable costs interns of bad press and lost leases.

. Direct reduction in water expense of approximately $26,000 per

month and eligibility for further government incentives.

. Showcased as an excellent example of corporate citizenship in

Southern Nevada Water Authority (SNWA) publicity campaign.

. Direct marketing assistance from SNWA on website & literature.

. Was invited to represent both Camden and Green Industry on the

Southern Nevada Water Conservation Coalition executive committee

and was personally featured in a regional PSA.

. Represented state multi-family housing trade association, Camden,

and the Green Industry at state legislative hearings on the

Colorado River Basin Compact.

o In concert with irrigation renovations, undertook multi-faceted

initiative to improve the appearance and ultimate sustainability of

landscape plantings, specifically in Las Vegas, Phoenix, and Denver

markets.

. Altered maintenance contract scope to specify selective pruning

as the primary method of manicuring plantings. Levied charge

backs for non-compliance.

. Collaborated with contractors to subsidize significant plant

rejuvenation pruning and selective plant/tree removals where

prudent.

. Provided on-site training to contractor field personnel in

selective pruning methods.

. Commencing with primary marketing areas, completed several

million dollars worth of landscape renovations including

introduction of native xeriscape designs & plantings and drip

irrigation to reduce water usage, reduce accident liability, and

enhance asset preservation.

. Reduced and enhanced efficacy of annual flower beds, pots, and

hanging baskets through improved soil structure, fertility, and

water retention practices. Introduced larger percentages of

accent and flowering perennials. Also, undertook the process of

isolating flowerbed irrigation zones, and installing improved

popup head nozzles, or drip irrigation.

. Collaborated with contractors to subsidize significant flower bed

relocation and rejuvenation when prudent.

. Removed unsustainable, unusable, and poorly designed turf

plantings. By consolidating adjacent planter beds or replacing

turf with groundcover & drip irrigation.

o 2001 Camden Pines, Las Vegas, NV- Professional Grounds Management

Society Grand Award for superior landscape management.

o Introduced Design Imaging Software to better express design

concepts to visually-oriented internal customers, and plan view

designs for budgeting and bidding.

o 2001 Corporate rebranding initiative required collaboration with

regional facility manager and corporate marketing director to stage

region-wide conversion of monument and miscellaneous signage.

Seized opportunity to complete several monuments perennial and

annual flower bed renovations.

o Served as State Board President of The Nevada Landscape

Association.

o Became Certified Landscape Irrigation Auditor.

o Provided substantial assistance to sister company project managers

. Preliminary design, plant pallet, irrigation design, and

sustainability considerations.

. Design final acceptance and value engineering, which often

required lengthy negotiations with municipal building and

planning departments. Of note, was able to achieve a $247k

reduction in landscape expense on Camden Otay Ranch, Vista, CA

construction collaborating with city planner to reduce tree

density in favor of larger specimens.

. High Density, Urban Projects such as Camden Copper Square,

Phoenix, AZ and Camden Harbor View, Long Beach, CA provided

several challenges such as Indirect & inadequate exposure, raised

planters with drainage issues and soil-less media fertility.

. Camden Interlocken, Broomfield, CO was constructed improperly by

third party, which failed to inadequately address expansive soils

during grading and foundation portion of project. Required

Collaborative effort by regional facility & landscape managers to

raise buildings, install system of piers, regrade perimeter

soils, and retrofit irrigation & drainage systems to ensure

proper flow of excess water away from building.

. Recon Inc, Contract employment- "Expert of Record" for the native

plant salvage/storage/restoration portion the "Wilbanks Rd - Tonto

Basin Rd" Section of Arizona State Highway 188 "Claypool-Jakes Corner"

highway construction project.

. Utilized GPS to locate, inventory, and determine viability of

specific native plants: Carnegia spp-Saguaro Cactus, Ferocactus

spp-Barrel Cactus, Fouqueria spp-Occotillo, and Opuntia spp-

Cholla or "Jumping Cactus. Attached color-coded tags to indicate

action- Red-not salvageable, Blue-salvageable but not likely to

survive, and Green striped- Likely to survive relocation. Also,

applied mark to determine north orientation.

. Provided written report of findings to representatives of Arizona

Department of Transportation, Arizona Department of Natural

Resources, United States Forest Service, and general contractor.

. Toured site with same individuals to discuss report. Retagged as

directed to determine final course of action.

. Staged nursery within construction easement to store majority of

plants until final relocation sites were available.

. Extreme size and fragility of Saguaro specimens prevented

intermediate relocation. Collaborated with general contractor to

acquire access to predetermined relocation sites for Saguaros and

harvest schedule.

. Observed the harvest, relocation, storage, and final placement of

specimens to certify that all activities were completed according

to specification.

. Ultimately relocated 160ea. Saguaro Cactus, 460ea. Barrel Cactus,

280ea. Occotillo, and approximately 500 Cholla.

. United Development, Directed a $630,000 right of way, median, and golf

course clubhouse landscape installation at Las Sendas, the first

upland Sonoran Desert master-planned community in Mesa, AZ. The

project entailed native plant salvage, storage, and restoration in

addition to conventional landscape irrigation and plantings.

Employment History

. Northwest Landscape Services, Inc. - Crystal Lake, IL

Field Operations Manager/Principle, 2006 to 2009

. ValleyCrest Landscape Maintenance - East Dundee, IL

Branch Operations Manager, 2003 to 2006

. Camden Property Trust - Las Vegas, NV

Regional Landscape Manager, 1998 to 2003

. Mortimer Landscape Nursery - Prescott, AZ contract concurrent

with United Development employment

Contract Employee/Project Manager, 1998

. Recon, Inc. - Scottsdale, AZ

contract concurrent with United Development employment

Contract Employee/Expert of Record, 1996

. United Development, Inc. - Tempe, AZ

Project Manager, 1996 to 1998

. Desert Care Landscaping, Inc. - Phoenix, AZ

Maintenance Superintendent, 1994 to 1996

Education

B.S. Landscape Design & Management, Brigham Young University

April 1994

Recreation Management/Youth Leadership minor (25 credit undeclared)

A.S. Landscape Nursery Management, Ricks College

April 1991

[pic]

Contact this candidate