Customer Service Project Manager
Resume:
Thomas Lindner
Email: *********@********.***
Address: **** ** **** **
City: Coral Springs
State: FL
Zip: 33076
Country: USA
Phone: 954-***-****
Skill Level: Director
Salary Range: $160,000
Willing to Relocate
Primary Skills/Experience:
See Resume
Educational Background:
See Resume
Job History / Details:
THOMAS LINDNER
5052 NW 95th Drive
Coral Springs, FL 33076
***********@*********.***
FACILITIES AND OPERATIONS EXECUTIVE
A seasoned Facilities Management Executive with over 20 years of increasingly complex experience as a military leader, project manager and operations executive in a multiple facility environment. Established reputation as a top performer known for troubleshooting and solving problems, empowering others and making a difference in key areas that define organizational effectiveness. Continuous success in both the Fortune 100 and public sector work environments. Recognized for building winning teams and creating a positive work environment where the customer comes first and being the best is routine. An inspirational leader who seeks challenges, instills accountability and is committed to driving organizational success and fostering employee excellence.
STRENGTHS
Leadership Team Building Strategic Planning
Flexibility Problem Solving Fiscal Accountability
SELECTED ACHIEVEMENTS AND RESPONSIBILITIES
* Executed a complete turnaround of the Plant Operations and Maintenance Division in the nation`s sixth largest School District, providing the leadership necessary to instill core values of customer service, attention to detail and organizational commitment. Reorganized operations to include separate Capital Outlay, Maintenance, Support and Energy Management Departments with a combined budget in excess of $185 million, resulting in reduced operating expenses and a 35% reduction in work order backlog despite space growth and budget reductions.
* Drafted and executed strategic and short term business plans that provided the focus necessary to double production and reduce the need for contracted services by 40% in less than 2 years.
* Managed facility maintenance for a portfolio of 750 automotive retail and rental sites in 36 states. Implemented a centralized computerized maintenance system that accurately controlled daily site work performed by hundreds of contractors. System allowed volume leverage in contract negotiations and cut maintenance costs by 20% the first year.
* Led a crew of 330 men and women as Commanding Officer of a US Navy warship that was awarded the Battle Efficiency award as best ship in the squadron. Complete responsibility and accountability for all facets of ship`s operations.
* In only the second year of participation, led the Plant Operations Division to an unprecedented First and Second place finish in the annual Superintendent`s Sterling Quality Award Program. Through actual implementation of quality improvement methods, staff realized documented results in all areas of daily maintenance and disaster recovery operations.
* Attacked out of control utility costs by analyzing usage data and building efficiency to determine the source of overruns. Executed an aggressive plan to properly implement existing technology and replace inefficient equipment. This effort, in conjunction with a company-wide energy awareness program cut utility expenses by seven percent per year for three consecutive years, resulting in annual recurring cost savings of $11 million. This program was selected as the US Energy Association Public Sector program of the year.
* Assumed responsibility for the Construction Management and Real Estate Division in the midst of a major corruption investigation. Immediately established controls and processes in support of accountability and transparency. Worked with consultants, legal staffs, auditors and contractors to close out hundreds of projects, balance the budget and remove political influence from the contracting and purchasing functions, while simultaneously executing over $75 million in on time on budget construction projects.
THOMAS LINDNER ... Page 2
PROFESSIONAL EXPERIENCE
SCHOOL BOARD OF BROWARD COUNTY, FLORIDA
Chief Facilities Officer
* Appointed by the Superintendent to assume this leadership role in the midst of a major corruption investigation of Board Members and unprecedented budget cuts. Implemented immediate changes to restore transparency to construction operations, streamline procedures, uncover waste and establish accountability in daily business practices.
* Recovered over $30 million in capital funds while closing a project backlog dating back to 2004. Reinforced the customer -client relationship. Successfully completed and closed out 10 major projects as well.
* Developed a property divestment strategy to market over $20 million in surplus properties to streamline the portfolio while generating revenue to close budget gaps.
Executive Director, Physical Plant Operations Division
* Managed maintenance and minor capital improvements at 275 School District sites to include physical plant, energy, utilities and grounds. Led a talented team of 1200 unionized employees and numerous contractors that supported over 40 million square feet of conditioned space and 4,500 acres of grounds. Prioritized and executed $10 million in annual capital improvements.
* Value engineered all major work processes to increase productivity, reduce work order backlogs, improve customer perception and reduce costs. Results: 2010-11 expenditures were at year 2004-5 budget levels. Aged work order backlog reduced by 35% despite 10% growth in space and the effects of Hurricanes Katrina and Wilma. Reduced contracted services by $2.4 million. Customer service rating increased to 99% -Great!- Implemented District-wide -green cleaning- program to further reduce environmental footprint.
JM FAMILY ENTERPRISES, INC.
Director, Facilities Management
* Managed 17 facilities in five states. Led a talented team of 85 associates that supported over 1 million square feet of space and 3,600 associates at one of Fortune`s Top 20 Best Places to Work.
* Effectively executed annual capital improvement plan, from proposal through completion, averaging $1.5 million per year. Every project completed under budget and on time.
* Reengineered processes that resulted in improved customer satisfaction and the ability to increase output by more than 30% without increasing headcount or costs. Responsible for all aspects of print and document services, warehousing and distribution, facility maintenance and building operations.
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AUTONATION, INC.
National Manager of Facilities
* Directed all facilities management, including capital improvements and maintenance at the nation`s largest automotive retail group.
* Routinely managed 10 or more capital improvement projects simultaneously in different states. Ensured zero interruption of service and under budget, on-time completion.
* Successfully implemented a computer based maintenance management system (CMMS) and then fully integrated three distinct companies under it, consolidating providers, negotiating contracts, and driving costs down. Managed budget in excess of $6 million and cut costs by 20% the first year.
UNITED STATES NAVY
Captain
* Rapidly progressed through increasingly complex positions while expanding scope of responsibility, culminating in command of a 565 foot Navy warship with a crew of 330 men and women and a $36 million operating budget. Commended for excellence in the areas of quality of life, retention, safety and operational readiness.
* Served in various operational and engineering leadership positions while rising through the ranks, earning the highest military awards. Graduated first in major in both undergraduate and graduate school and earned similar recognition for job performance throughout a challenging military career.
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