Project Manager
Resume:
Jack Paschal
Email: *********@********.***
Address: **** ******** ******* ****
City: Fleming Island
State: FL
Zip: 32003
Country: USA
Phone: 904-***-****
Skill Level: Director
Salary Range: $135,000
Willing to Relocate
Primary Skills/Experience:
See Resume
Educational Background:
See Resume
Job History / Details:
Wallace Jackson Paschal II
1673 Hastings Hammock Lane
Fleming Island, FL 32003
Mobile: 904-***-****
Evening Phone: 904-***-****
Work: 904-***-****
Email: *******.*******@***.**.***
Country of citizenship: United States of America
Veterans' Preference: 5-point preference based on active duty in the U.S. Armed Forces
Highest Grade: GS-0801-13, 11/1993-present
Contact Current Employer: Yes
AVAILABILITY Job Type: Permanent
Work Schedule: Full Time
Desired Work Environment Graduate
Highly Mobile
Mission-Focused
Experienced Professionals
DESIRED LOCATIONS US or OVERSEAS
WORK EXPERIENCE Florida Air National Guard 11/1993 - Present
Starke, Florida US
Grade Level: 13
Salary: $135,000 USD Per Year
Hours per week: 40
Commander/Facility Manager, GS
Colonel Jack Paschal is the Commander of the 202nd RED HORSE Squadron (RHS), Florida Air National Guard, Starke, Florida. The Squadron (202/203) is split between two states, Florida and Virginia with the Headquarters located at Camp Blanding Joint Training Center, Starke, Florida. The 202nd RHS design and constructs projects that are both horizontal and vertical facilities, operates and repairs; heavy equipment, provides logistical support, provides personnel and administrative support and a food service organization. The 202nd RHS performs both homeland defense and hurricane recovery for the State of Florida and local government as well as our federal mission of expeditionary combat support.
Responsible for directing the Operations and Construction, Logistics and Information Management sections to include deployments, design/build, budgeting, training of over 400 people and maintaining the 100,000 square feet of facilities.
Notable construction projects all over the world include: Bare base bed-down at Besmaya, Iraq, A-10 Aircraft bed down at Al Asad, Iraq, K-Span buildings at Al Udeid, Qatar, a new aircraft taxiway at Thumrait Air Base in Oman, barrier installations to catch aircraft all over the globe, over 30 C-130 parking pads at McCord AFB, clinic buildings in Jamaica, a Munitions Arming Building at Beale Air Force Base, a Helicopter Maintenance Facility in Pohang, South Korea, and multiple K-Spans in both Israel and Kuwait. He also staged with an advance RHS team to Aviano, Italy, and Ramstein Air Base, Germany, planning the basing efforts in Turkey in 2003 for various units involving the War with Iraq and later deployed to Qatar for OEF/OIF, then a second time in 2006 to Balad, Iraq. During the past few years, he has responded to numerous State Emergencies involving Hurricanes of 2004 and 2005 to perform Engineering projects such as; helping schools recover, airport recovery, power generation and debris removal. This effort included Florida coming to the aid of people along the Gulf coast of Mississippi after the devastation of Hurricane Katrina.
Currently have a Top Secret Clearance within the Air Force.
(Contact Supervisor: Yes, Supervisor's Name: Brig Gen Joe Balskus, Supervisor's Phone: 904-***-****)
E.I. Dupont 5/1990 - 2/1993
Maxville, Florida US
Salary: $110,000 USD Per Year
Hours per week: 48
Project Manager
Maxville Dredge and Mining
Maxville Dredge and Mining Project in Florida: this project had 15 different contracts that were built together to provide for the total project completion. The total scope was over $150 million and the construction took 2 years. The design was accomplished in Ohio and New Jersey over a 2 year period. I managed the design and construction on 13 of the 15 projects.
Various problems were encountered such as; late arrival of major components, lack of qualified labor and contractors missing the deadlines. Each and every problem was settled in a positive manner by involving each team member to correct the wrong portions. Late components were speed up by additional deliver payments and using dedicated trucking. Then we revised the project scheduled float timelines to avoid unnecessary delays to the overall project. Qualified labor were found in other towns and bused to the project site by the contractor after demonstrating the delays they were causing. Missing deadlines were address at the weekly scheduling meetings and using the team approach each subcontractor helped by providing additional workload on various planned times to get back on the proper schedule.
Design deficiencies were few and far between because of our efforts during the multiple design reviews. However, an example was how a levy allowed excessive amount of water to pass thru our pond wall of earth. Our team used input form the contractors as well a good engineering practices to develop cannels with pumps to move the water back over the berms and into the ponds. Sketches were made at the job site and set up to the design staff in New Jersey to build the drawing and scope package to put our for a cost change proposal.
There were a few claims but one was solved using the team approach. The design was not working with fiber optic cable according to our contractor. I involved our full design team and various contractor representatives in an attempt to solve the claim. Finally, we did not discover the corrective action that could work. I negotiated a settlement with the contractor, we would call in another expert from an outside agency and see if they could fix the problem and resolve the claim. Based on that second opinion either the owner would pay the bill or the contractor would pay the cost. Everyone was happy with this outcome even when the contractor had to pay the bill.
Cost overruns occurred just twice, but in both cases the corporate team was able to solve the issues. Price of fuel sky rocketed causing the contractor to have financial difficulty. We offer the contract to prove the cost additive proposal since the fuel cost were out of his control and paid a change orders for the excess with contingency funds. The other problem occurred when we have to put a project stoppage in place. Only three contractors were working at this early opportunity so we negotiated with each to develop a course of action. Project management staff was laid off and certain members work on with two of the contractors while one contractor just put the contract on the shelf and started up one year later.
Supervisor has moved away and I don't have any contact information.
CECO CORPORATION 1/1980 - 4/1990
Jacksonville, Florida US
Salary: $70,000 USD Per Year
Hours per week: 48
Project Manager
Project Management for high-rise concrete structures. Involved in design of concrete form-work, project management, planning construction methods, scheduling, estimating and manpower planning.
EDUCATION Auburn University
Auburn, Alabama US
Bachelor's Degree - 12/1979
225 Quarter Hours
Major: Civil Engineering
GPA: 2.1 out of 4
Relevant Coursework, Licensures and Certifications:
Engineer In Training - Passed 1979
JOB RELATED TRAINING 1973 Graduate of Army Basic Training and Draftsman - Fort Polk, Louisiana
1976 Graduate of Alabama Military Academy - Fort McClellan, Alabama
1977 Outstanding Graduate of Army Engineer Officer Basic Course - Fort Belvoir, VA
1978 Graduate of Field Artillery Officer Basic Course - Fort Sill, Oklahoma
1979 Honor Graduate of Field Artillery Survey School - Fort Sill, Oklahoma
1979 Bachelor of Science in Civil Engineering, Auburn University - Auburn, Alabama
1985 Completed several Business Classes at Univ. of North Florida, Jacksonville, FL
1986 Graduate of Army Transportation Basic Course (correspondence)
1988 Honor Graduate of Army Quartermaster Officer Advanced Course - Fort Lee, VA
1992 Honor Graduate of Army Command and General Staff College (correspondence)
1995 Graduate of Air Force Contingency Engineering Course - Wright Patterson AFB
1997 Graduate of Air Command and Staff College - Joint (correspondence)
1999 Graduate of Air War College (seminar/correspondence)
LANGUAGES Latin
Spoken: None
Written: Novice
Read: Novice
AFFILIATIONS Society of Military Engineers Member
Air Force Association Member
National Guard Officers Association Member
Football Officials Associations Member - President of Local group twice
Alabama Alpha of Sigma Phi Epsilon Fraternity Member
PROFESSIONAL PUBLICATIONS None
REFERENCES Perry Havener Triple R Specialty Owner
Phone Number: 904-***-****
Email Address: *****@****************.***
Reference Type: Personal
Don Barnhart Retired Brigader General
Phone Number: 407-***-****
Email Address: *********@****.***
Reference Type: Professional
Alan Rutherford, Col Florida Air National Guard Director of Staff
Phone Number: 904-***-****
Email Address: ****.**********@***.**.***
Reference Type: Professional
Scott Petersen EWP Construction Owner
Phone Number: 904-***-****
Email Address: ********.******@*****.***
Reference Type: Personal
ADDITIONAL INFORMATION Southwest Asia Mobilization 2006 & 2012
During the 202nd RED HORSE Squadron`s mobilization to Iraq, Afghanistan, Qatar, Kuwait and Oman in 2006, I was the Commander (top Boss) of 560 airmen. Our combined objective in the Southwest Asia (SWA) theatre of operations was to design and build as fast as possible all projects for Army and Air Force commands. Some of this groups most notable construction projects in SWA include: Bare base bed-down of an Army Brigade at Besmaya, Iraq, A-10 aircraft bed down at Al Asad, Iraq, K-Span buildings at Al Udeid, Qatar a new taxiway apron at Thumrait Air Base in Oman for B-1 bombers. These projects were valued at nearly $200 million and were completed in about 7 months. During this period there were approximately 25 smaller projects being designed and constructed using the balance of the team. Our team of 560 airmen was basically composed of the following: leadership and project managers - 60, project staff members - 45, engineering design cell - 40, logistics team - 15 and the rest - 400 were the backbone of the construction efforts in SWA.
Naturally our efforts were the result of the entire team and not just one person, but I was directing everything. Our military uses a chain of commander practice which gave me several key players that assisted in the overarching task of the mobilization. Our business decisions began when we were still in the United Sates putting together the units and equipment lists that would blend together once we were in SWA. I made the final decisions based on courses of action that were developed by the key player on my primary staff. Amazingly, I only had to make a couple of course corrections as our plans were put into action. These course corrections were mostly changing or moving people to other locations when personalities clashed. All of the other plans worked very well on the projects allowing everything to function as a well oil machine to achieve total success over the seven months deployed.
We had monthly meetings to discuss all aspects of the mission and project status. These discussions or planning meetings lasted a full day usually in Qatar. Everyone flew into the location so we could have these reviews and work thru the issues of budgeting, organizing, coordinating and reviewing our ongoing efforts. This planning meeting went deep into the acquisition of materials from local vendors and reaching back to the United States for items that could not be located near the project sites. Several projects were of a secret nature and required double handling of items when getting materials. As we were planning for all activity on the projects, were built other teams to handle special topics such as; writing awards for the airmen and planning for our exit from SWA. Since we had 560 people spread across SWA this was a major effort controlled by our Logistics team. Everyone had to arrive back in Qatar to fly home within a few days of each other. This plan did not develop quickly or in any single meeting, we did reviews weekly for about a month to make sure all details were included.
Budgeting - each project had an independent government estimate so every project team could account and compare their jobs and adjust when required. I had to get more involved when the budget was close to going over the estimate and make decisions to ask for more or figure ways to accomplish the job without help from outside agencies.
Organizing - each project had very good leaders and we could have conference calls weekly to discuss major issues. At several times we had material problems since the contracting process is very complicated compare to buying material in the United States. When materials were delayed our leaders would develop plans to move people from projects to other projects that needed help. This effort was complicated and involved our logistics team since everyone had to be flown to the new area and this could take several days.
Controlling - this effort was very easy since the chain of command works well in the military. My method of controlling does NOT require ordering. I prefer the convincing methods since people normally want to do the right thing we just have to keep them going the right directions.
Coordination - full time efforts are required to keep this many project on line and productive. We did require and send forward weekly status updates of all 30+ projects. Our distribution was to all commands involved in the SWA operations such as; the 3 - Star General Commander of all Air Force in SWA, Air Force Central Command Engineering leadership at Shaw in SC, and the local Air Force and Army Generals. Keeping all in the loop of what was happening in all five countries.
Reviewing - most of my review happens with planning and great follow up with the team. Scheduling meetings when require to involve the entire team so the direction can be charted for complete success.
Finally, all 560 airmen were returned home from SWA to their family and loved ones. Our great team have completed nearly 80 projects and turned over 40 projects to the flow on RED HORSE team to continue construction in SWA. We accounted for about 20% of all construction of Military project in SWA.
MILCON Process to Construction
The construction process within the government can be a long set of activities to reach that final goal - a totally 100% complete functional facility for the client or customer. I have been involved with this type of process for most of my 18 years of federal service while in the 202nd RED HORSE and the Air National Guard. The steps are many within the entire cycle and involve a great deal of people, time, coordination and planning, with the basic portions below:
Concept of the project, form 1391 - this document begins the process to prove the usefulness of the project. The engineer works closely with the customer to develop this form so the project will end up being funded. The best written forms will provide the decision makers all the tools need to build priority funding for MILCON.
Budget development to get the project into the President`s budget or Congressional add - this political process drives the project to be funded or not. Every project does not get funded so other factors play into the overall effort (mission requirements, available dollars, future plans, etc.). Finally when funded inside the budget, we can continue our engineer mission toward construction.
Design of the project - selection of a firm to do the work using either bidding method or a listing of firms from already contracted companies within the agency. Reviews are conducted as the design work continues making corrections from the government side by the customer, engineer and other management team members.
Contracting of the project - some agencies have contractors available to immediately price and contract the project while other use the bidding process. Either method will work but when speed is important we will prefer to have already selected a group of potential contractors.
Construction - once the contractor has been established we must collect all required items from the contractors (such as insurance, billing details, load them into which ever government program the agency uses for payment requests, etc.). Conduct the Pre-construction meeting to begin building the team that will work together from all sides of the project (contractor, engineering design firm, government representatives, etc.). During the process of construction the government`s site representative for the contracting agent will watch the process. They will conduct meeting with the contractor to verify the billing, schedule of the work progress and handle other various tasks such as; design changes, change orders, disputes of understanding of the drawings, etc.
Turn over to the customer - final completion of the project. Providing the documents to the owner of the facility and explaining everything. This includes the 1 year warranty period after project substantial completion when everyone makes sure all items function as planned.
Other Accomplishments:
1979 Passed the Engineer in Training Test for Professional Engineers
1983 -Order of the Saint Barbara- Outstanding Field Artillery Officers, New Orleans, LA
1993 Officiated in the 3A State Championship High School Football Game
1994 & 2010 President of High Football Association
2000 Officiated in the Inaugural Football Game - Slippery Rock vs. Florida Atlantic University, Miami Dolphin Stadium, Miami, Florida
2000-2010 Officiated Indoor Arena Football Games
2003, 2006 & 2012 Mobilized for Air Force Mission with 202nd RED HORSE Squadron
Football Official for Florida Football Alliance - Official of the Year for 2011
MAJOR AWARDS AND DECORATIONS for Army and Air Force
Bronze Star Medal
Meritorious Service Medal - 1 device
Air Force Commendation Medal - 1 device
Army Achievement Medal
AF Outstanding Unit Award - 5 devices
Army Reserve Component Achievement Medal - 2 devices
National Defense Service Medal - 2 devices
Southwest Asia Service Medal - 1 device
Iraq Campaign Ribbon
Global War On Terrorism Expeditionary Medal
Armed Forces Service Medal
Humanitarian Service Medal - 3 devices
AF Overseas Ribbon Short - 1 device
Air Force Expeditionary Service Ribbon with Gold Border - 1
AF Longevity Service - 7 devices
Armed Forces Reserve Medal with 2 'M' Device - 3 devices
Small Arms Expert Marksmanship Ribbon - 1 device
AF Training Ribbon
Florida State Active Duty - 11 devices
Florida Service Ribbon - 3 devices
Florida Meritorious Service
Florida Recruiting Ribbon
Current as of Sep 2012
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