Project Manager

R obert W. Harris

**** ********* **** • Kennesaw, Georgia • 30144 • 770-***-**** •abnjsf@r.postjobfree.com

SUMMARY OF QUALIFICATIONS

Combines Master of Business Administration with progressive career advancement leading complex

construction and engineering projects locally and abroad. Expertise at directing turnkey construction

projects, capital equipment installations, overseeing start-up/turnaround initiatives, streamlining

operational procedures, proposal preparation, contract preparation & negotiations, and construction

claims. Proven record of success managing construction projects up to $150M and multiple projects in

excess of $350M. Projects include: commercial mid-rise construction, healthcare, retail, hospitality, IT

upgrades / data centers / call centers, infrastructure and life safety upgrades, automotive, heavy

industrial and mechanical equipment installations..

CAREER ACCOMPLISHMENTS

Leadership & Executive Management

• Extensive leadership and project management experience leading project and program teams

focused on construction / architectural / design for commercial and heavy industrial projects.

• Selected by executive management to assume leadership role for critical construction projects that

were underperforming; produced positive results through exceptional financial management, team

building and ability to make strategic decisions.

• Appointed interim President of a $20M construction and engineering corporation charged with

providing steadfast leadership during transition while maintaining all current duties and

responsibilities.

• Collaborated with divisional president, throughout corporate restructure resulting in profitability within

a one-year period. Deployed aggressive strategies that increased revenues 33%, increased bookings

66%, and overall profitability increased from a loss to a profit in excess of 1.1M in one fiscal year

period.

Performance Improvement & Operational Efficiencies

• Performed Value Engineering study for a commercial banking institution that realized approximately

12% savings on a typical branch bank construction budget of $1.5M and a reduction in construction

time by 3 weeks.

• Partnered with Project Lead in an aggressive turnaround effort to save $30M on a $150M

construction project in Taiwan. Credited for bundling contracts, utilizing local engineers, negotiating

cost-saving agreements and eliminating cultural barriers to achieve budget goals. Collaborated with

the Chief Director of Taiwan Power to establish consensus and ensure expectations were

consistently exceeded.

• Standardized project budgeting/cost and forecasting/scheduling systems, as well as the QA/QC

processes; resulting in accurate project financial forecasting, on time project scheduling & deliveries

and improved quality of materials supplied by vendor partners.

Finance & Budgetary Expertise

• Entrusted by senior management with preparing and negotiating strategic international contracts,

which proved instrumental in maintaining minimal construction disputes and claims. Favorably

negotiated numerous individual contracts valued in excess of $20M for construction/installation

services and equipment fabrication in the Taiwan marketplace.

• Spearheaded cost reduction efforts for Kaiser Permanente’s construction program that resulted in an

average project savings of 13% for projects ranging up to $250,000. Yearly construction savings

were estimated to be $350,000+.

CAREER ADVANCEMENT

CB RICHARD ELLIS, Atlanta, Georgia 2005 to November 2008

Director, Project Management – Provided Senior Leadership for the project management department

consisting of 8 project managers managing over 125 projects per year. Provided indirect management to

200+ team members via architects/contractors/suppliers. Responsible for department P&L, risk

management, proposal preparation, construction contracts, staffing, staff training / mentor, development

and implementation of department policies/roles/responsibilities. Spearheaded strategic initiatives for

cost reductions for department budgets and service charge rates. Initiated “lunch & learn sessions” for

training and development of project managers. Assisted CBRE leadership team in the pursuit of new

business opportunities. Managed the ongoing relationships with construction partners (architects, design

teams, engineers, contractors and suppliers) to build relationships that enhanced the quality of projects

delivered to our clients. Managed projects consisted of ground-up commercial, healthcare, life sciences,

data center/call center, automotive, commercial interior build-outs, life safety upgrades, building

infrastructure upgrades.

Selected by division president for a 6 month assignment in Mumbai, India: assignment was to train newly

acquired Mumbai Project Management office/staff on project management fundamentals, financial

reporting and project execution to achieve consistent project results. At the time the Mumbai office was

purchased the project management staff had very little training in project management and no

procedures were in place.

FREESE CONSTRUCTION COMPANY, Atlanta, Georgia 2004 to 2005

Senior Project Manager – Managed full scope construction programs for commercial and health care

projects from pre-construction and partner team selection through project completion. Responsible for

owner relationships, project P&L, budgeting, scheduling, procurement, staffing and all construction

activities. Collaborated with owners, design teams and engineers to expedite project programs, schedule

work to exceed expectations, provide quality fabrication of materials / equipment, and provide value

engineering to reduce project cost. Mentored and trained team members for advancement to next level

in project / construction management.

KAISER PERMANENTE HEALTH PLAN, Atlanta, Georgia 2001 to 2004

Senior Project Manager - Managed construction projects / programs for the design and construction of

new ground-up buildings, interior expansion and upgrades of existing medical office buildings. Provided

Leadership to design teams, engineers, general contractors, specialty contractors and internal

procurement. Responsible for project P&L, risk management, contract management, claim mitigation,

bidding and selection process for project team members (architects, contractors, consultants, specialty

contractors, and equipment suppliers. Assisted the real estate and legal team in the acquisition of land

and buildings for Kaiser’s future growth of medical facilities and services. Guided the internal space

planning teams (medical administrators, doctors, nurses) for proper placement of medical service

providers, departments and operations. Ensured zero impact to medical facility daily operations by

scheduling work activities to coincide with facility operations for all interior build-outs; most interior

projects were with in the confines of active medical facilities were disruption to ongoing medical services

was not allowed. Projects included; ground-up medical office building construction, interior office build-

outs, laboratories, call centers / data centers, prescription refill centers, life safety upgrades and building

mechanical systems upgrade programs. Assisted the Facilities Department with projects that were to

large or complex for their team to manage.

AMEREX INDUSTRIES INC., Atlanta, Georgia 1998 to 2001

Vice President Operations – Provided Senior Leadership for the Operations department of this $20M+

engineering, design and construction business. Managed direct staff of 23+ and indirect staff of 300+.

Responsible for department P&L and departmental budget, client relationships & retention, staffing &

career development, strategic growth, QA/QC, corporate safety programs. Provided daily leadership for

project management, construction, engineering, procurement and administrative staff. Instituted the use

of project cost controls / budgeting and schedules as a financial tool for tracking project cost. Assisted

company President and marketing team with project pursuits and sales efforts for developing new clients

and future business opportunities. Clients served were in the power, pulp / paper, steel, cement and oil

refinery industries.

THERMATRIX CORPORATION, Knoxville, Tennessee 1997 to 1998

Senior Project Manager – Spearheaded all facets of engineering and construction projects. Directed total

project P&L/budgeting, contract negotiations, construction, purchasing, estimating, dispute resolution,

risk management, and constructability reviews. Projects consisted of Thermal Oxidizers for the

processing and destruction of volatile materials through incineration.

SES ENVIRONMENTAL SYSTEMS INC., Knoxville, Tennessee 1995 to 1996

Director of Operations – Managed the operations for this $10M heavy industrial design and construction

company. Systematized the project financial reporting system through the use of formal programs and

cost controls. Negotiated and developed vendor alliances for material fabrication and construction

contracts. Additionally served as a project manager, projects were for the power and pulp / paper

industries.

ABB ENVIRONMENTAL SYSTEMS, Knoxville, Tennessee 1988 to 1995

Senior Project Manager – Directed the design, execution and construction of heavy industrial capital

projects ranging to $150M and multiple projects up to $350M. Accountability for P&L/budgeting for

assigned projects, engineering, procurement (bidding/selection) construction, commissioning/owner turn

over, and warranty. Managed direct staff of 40+ and indirect staff 350+ (union & non-union). Collaborated

with the sales department in client presentations for business pursuits. Led cost reduction program that

increased project margins by 5% to 10% by the use of multiple project purchasing opportunities.

Negotiated individual contracts up to $45M. Projects were for the following industries; power, pulp /

paper, cement, steel, oil refinery and waste to energy.

Assistant Taiwan Branch Manager (1992-1993) – Relocated for twenty-four months to Taipei Taiwan to

manage the construction of a $150M+ capital project (power plant expansion) for Taiwan Power.

Provided Senior Leadership for the following areas: local engineering, construction, contractor selection,

supplier/vendor qualification and selection, local sourcing/material purchasing, freight forwarding.

Managed expatriate field staff of 35, Chinese engineering staff of 15 and construction team of 350+.

EDUCATION & ADVANCED TRAINING

MBA, Kennesaw State University, Kennesaw Georgia

B.S. in Construction Management, Syracuse University, Syracuse, New York

Bradford & Associates; Project Management Improvement Process 1991 & 1994

PROJECT LIST

PROJECT MANAGEMENT TRAINING MUMBAI INDIA

Provided Project Management training seminar to 38 members of the Trammell Crow Megraj Development and

Project Management team. The seminar was a two day presentation which covered the following topics.

Client relationships Client communications

Contractor sourcing and selection Contracts

Project Budgeting Scheduling

Cost Control Value Engineering

Construction Claims / Avoidance Punch List

Project Close-out

UNITED HEALTHCARE (UHC) MUMBAI, INDIA

Managed the interior build out of two separate projects: project one consisted of office space, call center, data

center and cafeteria; project two consisted of office space and call center. The projects were sized at 150,000sqft

and 14,000sqft. The build outs followed the same rigid quality standards that UHC enforces in the United States

and utilized several of the US based suppliers. Problem areas were material deliveries to support project schedules,

electrical contractors to install equipment and contractors to supply acceptable final finishes. Projects were

completed on time and at budget.

Combined cost $11,000,000

ELECTRONIC DATA SYSTEMS (EDS) CHENNAI, INDIA

Provided Senior Leadership and Project Management support for a set of twin 55,000sqft interior build-out

projects, the scope of work included: office space, call center areas, data center, cafeteria and common areas. The

projects were both in process when I took over the ( site ) Senior Leadership role, one project was approximately

55% complete and the second was approximately 20% complete, both projects were suffering from schedule

slippage and poor construction quality. The project team was restructured and additional India resources and

contractors were brought on board to produce a final finished product that was 100% acceptable in quality of

construction and with in acceptable limits for schedule.

ELECTRONCI DATA SYSTEMS (EDS) PUNE, INDIA

Provided Senior Leadership and Project Management support for this ongoing 78,000sqft interior build-out project;

the scope of work included: office space, call center, data center, cafeteria and common areas. The project was

approximately 65% complete when I joined the team. The project was suffering from poor on site management,

construction quality issues, schedule slippage, contractor issues, and freight forwarding / port problems. In working

with the existing site management and contractors the project was brought back in to schedule requirements which

resulted in an on time delivery and the project was fully accepted by the client.

AMERICAM EXPRESS various locations in India

Acted as owner’s representative in support of two on going construction projects. Assisted existing site

Construction Management team in cost savings efforts – value engineering, project scheduling and project budget

control.

TAIWAN POWER TAIPEI, TAIWAN

Provided on site Senior Leadership and Taipei office support for the construction of an Air Pollution Control

System for a 500MW power plant. Was responsible for the full site management team of approximately 50 direct

staff members (construction managers / engineers) and 350+ indirect team members consisting of contractors,

engineers and suppliers. Office responsibilities included: construction contract management, local engineering,

procurement, freight forwarding and design interface with US design team. Final project was fully accepted by the

client and with in schedule limitations.

Project cost $150,000,000

WACHOVIA BANK SOUTH EASTERN UNITED STATES

Provided Program Management oversight for the conversion of South Trust retail banking facilities to the

Wachovia brand, Wachovia acquired South Trust Bank. The program consisted of interior remodel of branch

banks, stand alone ATM’s and signage re-branding; additional construction efforts included cosmetic upgrades to

building exteriors and grounds. The program also included the re-branding of corporate office space and signage

on high-rise buildings. The total program included over 400 retail facilities, with multiple contractors and vendors /

suppliers for all disciplines across 13 states.

Total Program cost $40,000,000

TOTAL WINE and MORE KENNESAW, GA

Interior demolition and build back of 21,000 sqft for an upscale retailer of wine, liquor and beer; eight week turn

around construction schedule. The project consisted of complete demolition of existing computer retail space

including all redundant power systems; new build back included specialty flooring / lighting in most areas of the

store, refrigeration equipment, upgraded power systems with back-up, upgraded CCTV system.

Project cost $780,000

WILDWOOD 2300 & 3200 MARIETTA, GA

Managed the program and project manager for the complete demolition and build back of the restaurant / deli in

each of the respective buildings. The two Wildwood buildings were purchased by CB Richard Ellis and to improve

the property and attract new tenants the current out-dated restaurants were completely rebuilt. Restaurants were

brought up to current health code standards and all new equipment and interiors were required.

Project Cost for each restaurant $1,400,000

ROASTERS RESTAURANT ALPHARETTA, GA

Interior build out for Roaster’s newest location. Construction included the demolition of an existing restaurant with

in the shopping centers end cap space and the build back of a 3,000 sqft new facility. Construction was with in

normal business hours with no down time to the existing tenants.

Project cost $350,000

ETRADE DATA CENTER UPGRADE ALPHARETTA, GA

Facility upgrades to ETRADE’s largest active data center ( tier IV ); the project increased the current facility power

capacity by 100%. Project risk was the installation and commissioning of all equipment in an active data center that

could only be taken out of service on weekends. Installed equipment consisted of, (4) UPS / battery strings, (1)

chiller, (1) 2mw generator, enhanced Life Safety systems, upgraded building electrical and HVAC systems.

Project cost $12,300,000

UNITED HEALTHCARE (UHC) MUMBAI, INDIA

Interior build out of two (1st generation space) Call Center / Data Centers in Mumbai, India. The centers were sized

at 150,000sqft and 14,000sqft. The build outs followed the same rigid quality standards that UHC enforces in the

United States and utilized several of the US based suppliers. Problem areas were material deliveries to support

project schedules, electrical contractors to install equipment and contractors to supply acceptable final finishes.

Project were completed on time and at budget.

Combined cost $11,000,000

UNIVERSITY COMMUNITY HOSPITAL TAMPA, FL

Managed Pre-Construction efforts for a new Medical Office Building (shell, common areas ), also coordinated

design efforts and space planning between the owner / developer and design team. The MOB was five floors at

100,000 sqft.

Estimated Project cost $9,000,000

FLORIDA HOSPITAL APOPKA, FL

Construction of a 50,000 sqft Medical Office Building in which the MOB attached to the lobby of an existing

operational hospital. The building consisted of three floors of mixed use medical and surgery space. Outer shell

was tilt-up concrete construction, interior was class “A” medical and hospital support. Ongoing challenges

consisted of upgrades to the existing hospital tie in area to meet current building code standards.

Project cost $5,574,000

RESURGENS ORTHOPAEDICS KENNESAW, GA

Interior build out of 900sqft of an operation medical office building for the installation of an MRI suite. Build out

consisted of all new finishes and stand alone mechanical, electrical systems to support the imaging equipment.

Existing building store front was removed to install the magnet.

Project cost $200,000

RYDER TRUCK MAINTENANCE FACILITY BUFORD, GA

The facility was a 16,000 sqft ground up tractor trailer truck maintenance facility with fueling island, and full size

wash bay. The shop was sized to be a full maintenance shop equipped to handle all maintenance needs with no

outsourcing to other facilities. The facility also housed Ryder’s regional Georgia staff.

Project cost $2,646,000

KAISER PERMANENTE HEALTHCARE FACILITIES ATLANTA, GA

HENRY TOWNE CENTRE MEDICAL CENTER

Construction of a new ground up Medical Office Building on 6 acres. The building was 34,000 square feet ( 2

floors ) located in McDonough, Georgia. Facility housed ten providers, laboratory suite, radiology suite, internal

medicine, pediatrics and a pharmacy.

Project cost: $7,038,947

BROOKWOOD MEDICAL FACILITY

Construction of a new upscale medical facility in the Midtown area of Atlanta, the facility occupied the second

floor of a three floor mixed use development facility. The renovation consisted of 14,000 sqft of leased space; other

tenants in the building were retail and restaurants. The facility hosted six providers, laboratory suite, pharmacy and

provide services for internal medicine and cosmetic dermatology. Work was performed during normal business

with no interruptions to other tenants.

Project cost: $1,851,022

SOUTHWOOD SPECIALITIES FACILITY

Build out of 19,500 sqft of leased space. The building shell was designed and constructed by the developer to meet

Kaiser Permanente specifications. The interior build out consisted of enhanced power and communication systems

to support medical operations, HVAC system was upgraded to support medical operations, back-up power system

was also provided. The facility hosted the specialty services for the southern portion of the Atlanta market; services

include Dermatology, ENT, GI and a Surgery Suite.

Project cost $2,997,000

CENTRAL LABORATORY

Consolidation of all Kaiser Permanente laboratory services into one state of the art facility, 14,000 sqft of leased

space. Demolition of existing space and rebuilding of an entire new laboratory. Project also included redundant

communications systems and full back up power. Construction services also included moving equipment from three

area Kaiser Permanente labs into this single source facility.

Project cost: $3,417,717

SOUTHWOOD MEDICAL FACILITY

Complete cosmetic renovation to the full Medical Office Building, scope entailed new carpet, paint, wall cover and

voice data upgrades, Also included in the scope was the demolition of the existing urology suite followed by a

complete build back and renovations of an existing operational pharmacy to provide additional service windows

and work areas. All construction activities took place between the hours of 11:00 pm and 6:00 am.

Project cost: $2,600,000

AUTOMATED PHARMACY REFILL CENTER

Automated refill center for prescriptions; first of its kind in Georgia. This was Kaiser Permanente’s second refill

center nation wide. The facility was 9,700 sqft of leased space, remodeled to accommodate staff of 25 and full

automation system for prescription filling; full back up power system, enhanced CCTV system, and enhanced

security systems tied directly to the police. Prescriptions could be filled at the rate of 5,000 per eight-hour shift; the

system had the expandability to increase to 7,000 prescriptions per shift.

Project cost: $1,600,100

TOWNPARK MEDICAL CENTER

Build out of 1,500 square feet of shell space for three provider offices and a secondary PCAP pharmacy. Work was

completed during normal business hours with no disruption to the daily operations of the facility.

Project cost: $284,519

CUMBERLAND MEDICAL FACILITY

Remodel of three floors approximately 45,000sqft; consisting of paint, wallpaper and carpet, also added 500 square

feet onto existing laboratory. Work was performed nights and weekends (between the hours of 11:00 pm and 6:00

am).

Project cost: $97,911

GLENLAKE MEDICAL CENTER

Installation of a MRI suite; General Electric 1.5 Tesla unit. Work was completed during normal business hours.

Build–out of 800 square feet of existing shell space, installation of stand-alone mechanical systems to support the

MRI operation. Exterior walls were removed to install the magnet.

Project cost: $1,650,000

GLENLAKE MEDICAL CENTER

Build out of five provider offices and storage area, 1,400 sqft. Work was completed during normal business hours

with no interruptions to the daily operations of the medical facility.

Project cost: $105,700

PANOLA MEDICAL FACILITY

Build out of existing waiting area into offices and exam rooms and converted five existing offices to exam rooms.

Renovation of 1600 sqft was scheduled between the hours of 1:00am and 6:00am. The facility is an after hour

facility therefore all work was conducted during off hours to minimize the impact to the medical staff and patients.

Project Cost: $390,000

KAISER PERMANENTE REGIONAL OFFICE IMPROVEMENTS

Cosmetic renovation of four floors (class “A” office space) for Kaiser Permanente’s Atlanta headquarters, 80,000

sqft. Remodeled four existing break-rooms expanded two MDF closets, full renovation to executive wing and

common areas. Work was completed at night and on weekends to support the daily operations of the business

office. No down time was experienced to the office operation.

Project cost: $462,555

SECURITY / ACCESS CARD SYSTEM UPGRADE (all Atlanta Kaiser Permanente facilities)

The existing card access entry system was out dated and in need of replacement. The building access control system

was changed out at all twelve Kaiser medical facilities and three divisional office buildings. The system up grade

was completed during normal business hours with no disruptions to Kaiser’s security.

Project cost: $540,000

KASIER PERMANENTE REGIONAL OFFICE CALL CENTER (INTERCHANGE BUILDING)

Cosmetic renovation of an existing 20,000 sqft 24 hour / 7 day week call center. The call center is the main

communication line for IT (information technology) trouble shooting for Mid Atlantic states and Georgia

operations. The project entailed demo and reconfigure of 80 workstations, build out of 4,500 sqft of office space,

upgrade power and communication system. All work was conducted between 7:00 pm and 6:00 am while the call

center was in operation. The project experienced zero interruptions to call center operations

Project Cost $424,000

KAISER PERMANENTE REGIONAL OFFICE BUILDING 10 3rd FLOOR (Call Center)

Complete reconfigure of 85 work stations including power and voice data systems upgrade. Also included the demo

of adjacent office space and the build out of three offices, all work was completed between the hours of 8 pm and 6

am. The call center was in operation 24 hours a day, seven days a week.

Project cost: $286,530

KAISER PERMANENTE REGIONAL OFFICE BUILDING 9 2nd FLOOR

Build out of three new offices and reconfigure of six workstations, approximately 900 sqft. All work was completed

at night.

Project cost: $102,503

KAISER PERMANENTE REGIONAL OFFICE BUILDING 10 2nd FLOOR

The renovation encompassed the demolition of 7,000 sqft of existing office space and rebuilding of offices and

work areas, power and voice data upgrades were required. Work was completed during normal business hours with

no interruptions to other tenants.

Project cost: $405,000

KAISER PERMANENTE REGIONAL OFFICE BUILDING 10 4th FLOOR

The construction activities consisted of renovations to Kaiser Permanente’s IT training area, for a total cosmetic

face lift. Fourteen work space reconfigures, new paint, carpet, demolition of 300 sqft and rebuilding of office space.

Work was completed round the clock to minimize the construction time frame; no interruptions were experienced

to other tenants or Kaiser’s operations

Project cost: $108,000

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