Project Manager Construction

DONALD R. WILSON, PMP

***** ********* **. ****** ****, FL 34609 352-***-**** *******@********.**.***

DIRECTOR OF OPERATIONS

Construction & Project Management / Business Development / Capital Projects / Bids & Proposals

Risk Management / ISO / OSHA / Training / Six Sigma / Budgeting & Forecasting / HAZMAT

I have defined and delivered competitive solutions designed to enhance corporate profitability, expand business

opportunities, and improve revenue for small and large companies, including The Trane Company. I am adept at

managing relationships that lead to long-term opportunities and improvements to the bottom line.

As a results-oriented project manager with documented success in improving an organization’s operational capabilities, I

consistently implemented policy and procedural changes to increase employee performance and client satisfaction. I have

managed up to 25 supervisory-level employees and project budgets of over $75M.

Analyzing business objectives, assuring compliance and exceeding goals

Ì

Saving time and money with strategic decision making and strong direction

Ì

Improving both production and safety

Ì

Working with people on all levels and from a variety of backgrounds

Ì

I am certified as a Project Management Professional, an ISO 9000 auditor, and a HAZMAT Management and Incident

Commander. I have completed all subject area coursework toward a degree in Construction Management Technology

from Oklahoma State University. As a results-oriented leader, a compelling trainer, and a creative thinker and problem

solver, I communicate well both verbally and in writing.

SELECTED ACCOMPLISHMENTS

Instituting and administering work and safety rules. GEA had no division-wide work or safety rules for employees or

subcontractors. Developed and published procedures for day-to-day activities. Established clear hiring standards and

expectations for hours and travel. Standardized rules for job setup and equipment and tool usage. Immediately and

dramatically improved morale, eliminating favoritism, labor law infractions, and overhead waste.

Developing balanced job costing estimates. GEA’s estimating procedures assigned the same percentage charge for

construction overhead to all projects regardless of size, burdening large projects with a disproportionate cost. Developed

alternative method charging jobs different percentages based on dollar value. More accurately predicting overhead costs

improved win rates for larger jobs because of the more realistic charges without dramatically affecting small job bids.

Standardizing project commissioning procedures. Trane’s procedures for commissioning major projects were

undeveloped so the handoff and startup of new systems was inconsistent. Developed a checkout/startup procedures

document for equipment and systems which ensured that each portion of a project was delivered as designed and

functioned as intended. This also reduced the time to commission a project, translating into reduced labor costs.

Improving system delivery and client acceptance. Lack of cooperation between departments at Despatch led to

conflicts in the installation, testing, and commissioning of finished products. Developed company-wide cross-functional

teams focusing on better communications and more efficient design and manufacturing processes. Increased department

buy-ins led to higher quality products, more efficient installations and dramatically improved customer satisfaction.

CAREER HISTORY

Director of Construction, GEA Power Cooling, Inc., 2006 to 2009. Recruited to manage installation and construction

projects for $110M industrial cooling equipment company. Completely realigned and restructured construction division,

documented and implemented work and safety procedures, improved labor relations and employee morale, assured

regulatory compliance.

Principal / Owner, W ilson Management Group, 2003 to 2006. Construction management consulting firm, focused on

industrial, commercial, and residential construction, renovation and maintenance projects.

National Project Manager, The Trane Co, 1999-2003. Recruited by $2.5B Commercial and Industrial energy services

company to manage performance contracts and drive nationally contracted corporate construction projects, including

large commercial and industrial system retrofits.

District Operations Manager/Project Manager, Benham Constructors, 1997 to 1998. Hired to direct branch office

operations and oversee district project managers and superintendents for $500M industrial construction company.

Construction and Service Division Manager, Despatch Industries, 1994 to 1997. Recruited to manage construction and

project implementation for $150M manufacturer/installer of thermal processing equipment. Acted as change manager for

entire company, directed safety for both manufacturing and construction divisions.

Earlier: Project Manager, Deltak Corp. Project Manager/Engineer, Koch Refining Co.

Contact this candidate