Project Manager Customer Service
Resume:
TIMOTHY J. VASICA
St. Charles, IL 60175
Home: 630-***-****
Mobile: 630-***-****
E-mail: *******@***.***
CONSTRUCTION INDUSTRY EXECUTIVE
“Bottom-Line” Business Manager with over 22 years experience in Construction and Management.
Strong general management, P&L management, mentoring and team leadership skills. Decisive,
determined, profit and positive customer experience driven. Expert in the latest technologies, processes
and systems, with a history of advancement within the industry.
Well respected throughout the industry for achievement in both construction project management and
business management. Able to identify and implement strategies to reduce costs, increase revenues,
strengthen customer, governing bodies and trade partner relationships, improve business processes and
drive profitable growth.
HONORS and ACHIEVEMENTS
Rapport Leadership: Power Communication
Rapport Leadership: Leadership I and II
Rapport Leadership: Master Graduate Degree
Top Gun Training
Recognized as one of the best leaders in the industry by Bill Pulte
PROFESSIONAL EXPERIENCE
Praetorian Builders, Inc. 6/07 to 10/09
St. Charles, Illinois
President
Hired to run the day to day operations of what was originally a custom home building company that
focused mainly on northern Illinois, southern Wisconsin, northern Indiana and southwestern Michigan. I
am responsible for creating and implementing the goals, strategies and business plans for the company’s
growth and prosperity and am solely accountable for the achievement or non-achievement of meeting
those goals. The company grossed eight million dollars in 2007 with 10 projects completed, and in 2008,
we grossed $27 million with 21 projects completed. We were able to do this by expanding our market
segments to also include commercial work, starting to take on custom remodeling and expanding into
other markets. We are now doing business in South Carolina, Georgia, Texas, Arizona and Nevada in
addition to the areas previously stated. We were on pace to gross $39 million with 35 projects in 2009
before the company closed operations.
I had implemented safety, warranty and quality programs in addition to many other policies, procedures
and systems that I created, such as scopes of work for all trade partners, computerized schedules and
quality control check points. We went from three employees to 14; including Regional and Divisional
Managers, in addition to Production Managers and office staff. I had centralized our purchasing and
estimating departments allowing the Production Managers to focus solely on building their structures, this
also allowed us to receive more competitive pricing, while also ensuring that all of our systems are
incorporated by our Trade Partners and Vendors.
Kimball Hill Homes 9/02 to 6/07
Rolling Meadows, Illinois
1/05-6/07
Regional Vice President of Operations
8/03-1/05
Divisional Vice President of Operations
9/02-8/03
Project Manager
Started at Kimball Hill Homes as a Project Manager. I was responsible for all aspects of three
communities, from land acquisition through the warranty service phase. We closed 200 per year with a
sales pace of 230 per year.
I was promoted to Divisional VP and was tasked with helping the division lower its cycle time and
increase its customer satisfaction scores. We closed 450 homes per year, decreased cycle time by 23
days and increased satisfaction by 26%. Profitability increased by 17%.
As the Regional VP, I was responsible for all areas of Operations, including Land Acquisition, Sales,
Production, Purchasing, Customer Care, Architecture, Land Development and Quality Assurance, for a
region that was scheduled to close 620 homes in 2007 and 1200 homes in 2006. I had two Divisions that
I was responsible for, none ranking lower than fourth in the company for customer satisfaction.
I helped initiate the college recruiting and internship programs with great success. The Orientation
process that I created was implemented throughout the whole company. My training program was up for
review as a best practice for the whole company and four members of my regional staff had been
promoted to senior divisional leadership roles.
In this role I was also responsible to the CEO for the reorganization of the existing divisions as the
Chairman of the Auditing Committee. It was my team’s task to determine which of the existing
communities, divisions and regions were running at optimum performance and which areas needed to be
reexamined in regards to their future as company assets. I was also working for the company with the
City of Chicago to help with the athletes housing for the 2016 Olympic bid.
Neumann Homes 03/02-9/02
W arrenville, IL
North Division Director of Production, Customer Care and Internal Operations
W hile at Neumann, I was responsible for the estimated closings of 700 homes per year, with starts of
720. Division profitability rose 9%. I helped set up the college recruiting and internship programs, writing
both. Under my leadership, the North Division reached profit sharing for consecutive months for the first
and only time in its history, with a high payout of 120%. We also set a record for Trade Partner
satisfaction with a 9.89 out of 10. Reduced field variances related to my departments by 55%.
Del Webb/Pulte Homes 6/98-2/02
Bluffton, SC and Huntley, IL
General Superintendent-Bluffton, SC 2/01-2/02
Lead Superintendent-Huntley, IL 6/00-2/01
Superintendent-Huntley, IL 6/98-6/00
As a Superintendent, I was responsible for closing 500 homes per year, while starting 680. As a Lead
Superintendent, I was responsible for 750 closings and 900 starts. My team was the most profitable with
a margin on our product line of 34%. As the General Superintendent, I was responsible for 728 and 610
starts. Profitability was only 18%, but was up from 7% from the previous year. The reason for the
backward ratios and the low margins were due to circumstances that were in place before my arrival.
There were 68 homes on the books that were to close four months prior to my arrival that still had not.
Due to this fact, starts were slowed down and margins were affected.
W hile General Superintendent, I helped Sun City Hilton Head move from the fifteenth ranked community
out of fifteen, to no less than third in every category that Del Webb used to grade their communities. This
was done without replacing one Trade Partner and only losing one staff member. By the time of my
departure, I was overseeing Production, Customer Care, Purchasing, Architecture and Land
Development. Responsibilities included, but were not limited to, training, staffing, budgeting and P&L
responsibilities for all departments under the housing umbrella.
Ryland Homes 5/97-6/98
Schaumburg, IL
Home Building Supervisor
I was in charge of 200 closings. Responsibilities included, but not limited to, general construction
management, contractor ratings, scheduling, material and manpower, weekly reports and permit
procurement.
Kimball Hills Homes 4/96-5/97
Rolling Meadows, IL
6/96-5/97
Construction Manager
4/96-6/96
Customer Service Representative
I was in charge of 330 closings. Responsibilities included, but not limited to, independent management of
an existing project, time sheets, crew balance sheet preparation and on-site supervision.
Handon Development, Inc. 6/87-3/96
Crystal Lake, IL
8/94-3/96
Lead Man
4/92-8/94
Journeyman
6/87-4/92
Apprentice
Began employment as a first year apprentice, responsibilities then increased to cover all aspects of
construction, including, but not limited to, installing siding and all accompanying trim, concrete work,
house framing, roofing and interior trim. Acted as the owner’s agent for the South area. In charge of the
company when owner was on vacation.
EDUCATION
Northern Illinois University 8/87-5/92
BS Business Management
Purdue University 8/99-5/00
BS Construction Management
REFERENCES
Available upon request
Contact this candidate