Construction Manager Project

Resume of William Faris

*** ***** **** ****

Elizaville, New York 12523

Cell 1-845-***-****

e-mail – *********@***.***, or *******@*****.***; Skype: bill4988

SUMMARY OF EXPERIENCE: Creative, organized, effective entrepreneurial manager with over 45 years of progressive experience on both domestic and international projects in the construction, engineering and OM&R (facilities/utilities) fields. My experience includes over 30+ years of leadership, in project and program management roles. Assignments have frequently required me to work in austere and hazardous environments worldwide. I have extensive experience with Federal Acquisition Regulation (FAR) (DFAR), Federal contracting and have demonstrated success in the following areas: business development/client relationship development and management; proposal preparation; oral presentations; project phase-in/startup; project implementation, change management; project closeout and warranty management; contract negotiation and management; subcontract negotiation, management and administration; managing collective bargaining agreements; risk administration; change management; financial oversight; cost/budget management; CMMS oversight; procurement, estimating (RS Means), quality control, quality assurance, scheduling, HSE; team management; people development/team relations. Currently hold an administratively deactivated DON ‘Secret’ Security Clearance. Held a DOD ‘TS’ Security Clearance, inactive since Nov 2008. From 1994 to 2017, I have had direct oversight at the PM/CM level on 18 MACC, JOC, MATOC, IDIQ and MILCON projects.

EMPLOYMENT HISTORY:

April 2016 – Present: WGF Consulting Services, Inc., Elizaville, NY, Subject Matter Expert/Owner, provide consulting services to construction, facilities OM&R, and logistics to small business contracting firms, as a subject matter expert (SME). Focused is on: government claims; proposal/bid strategies; management/technical/cost proposals; cost and pricing reviews. During this period, I had oversight on the NSA1 MACC, Bahrain.

October 2014 – April 2016: Centerra Group, LLC (formerly G4SGS), NAS Guantanamo Bay, Cuba, Project Manager GTMO BOS, phased in and took over administrative and operational responsibilities for all Base Facilities and Utilities Operation and Maintenance Services. Contract is FFP/IDIQ/Award Fee with a contract value of over $130mil and a 5.5 year duration.

Accomplishments:

Lead our local BD team to winning proposals, for the 5 year $30mil GTMO JOC and 5 year $95mil GTMO MACC contracts;

We received 55% of our Award Fee pool in the second half of the Base Year. No Award Fee was offer in the first half of the Base year by contract;

Also won 4 SAP (small acquisition projects) construction projects totaling $0.5mil from local GTMO contracts;

Assisted our corporate BD team, to win a $4.4mil. Warehousing and Storage contact also at GTMO;

Negotiated a contract modification to move most of our workforce from Gold Hill Barracks to Grenadillo Point housing. This no-cost modification resulted $1.235mil/annum cost avoidance for the final 4.5 years of the contract.

Maintained a 0.58 DART rate with over 1mil. work hours performed.

October 2013 – October 2014: Contrack International, Inc (CII), Kabul, Afghanistan, Project Manager/Construction Manager, Was hired as a Construction Project Manager, but on arrival in Afghanistan, was requested to provide construction management services on multiple projects. Provided direct technical oversight for the construction of the new Afghan National Army Recruiting Center (ANAREC) at KMTC. Project was USACE MATOC EPC TO with 15 reinforced concrete buildings, including infrastructure. Buildings included a 5,000 man FDAC w/kitchens, 2 story Office Buildings, 2 story Dormitories, a Warehouse and various other buildings. Project Value $32mil. This project self-performed with over 1,100 staff/workers. Staff/workers were multi-national including Afghans. Project was 6 months behind schedule when I arrived, but was completed on-time and within budget, in early July 2014.

Transferred to another USACE MATOC project at NKC, Kabul, to help complete a Mission Control Facility. This was a FFP contract with a value of $30mil., was scheduled for completion in September 2014 and included a 4 story R/C secured building with 500 man DFAC, a Warehouse, utility rework, a new WWTP and Fuel Farm and various ancillary buildings.

October 2012 – September 2013; Lakeshore Toltest Corporation, Djibouti, East Africa, Sr. Project Manager, Provided leadership and direct oversight for two MACC Contracts, with maximum 5 year revenues of $10mil and $75 mil, and a Job Order Contract (JOC) with maximum 5 year revenues of $50mil at Camp Lemonier Djibouti. Task Orders included airport taxiway repairs; replacement of 1400 split pack A/C units; multiple building renovations; and multiple low and medium voltage electrical upgrades.

Accomplishments:

Won 2 NAVFAC Star Awards for quality and safety on first two Task Orders;

Zero recordable/lost time accidents under EM385-1-1.

February 2011 - June 2012; ECCI, Maidan Sharh, Wardak, Afghanistan. Project Manager/Construction Manager. Was hired as a Construction Project Manager, but on arrival in Afghanistan, was requested to provide construction management services to complete a US $50mil Firm Fixed Price-MATOC EPC project for the USACE. The overall project consisted of 24 buildings (335,000SF) constructed of reinforced concrete, CMU and Pre-engineers Steel, including HQ, offices, barracks, DFAC, firehouse, clinic, motor vehicle shops, other shops, warehouses, prime power, power distribution, WTP, WWTP, wells, roads and other infrastructure work. Was brought to the project to manage this work, which was significantly behind schedule, severely over budget, and burdened with hundreds of quality defects. Spent approximately 2 months assessing issues and terminated two subcontractors for cause and began the process of mobilizing and training a local workforce to self perform seven buildings, which were at different stages of completion. This resulted in better performance by the remaining sub-contractors who remediated deficiencies and pushed to meet a renegotiated completion schedule, eliminate liquidated damages, and avoided a poor performance rating from USACE for ECCI.

Accomplishments:

trained local work force in carpentry, masonry, rebar fabrication and placement, casting precast concrete shapes, iron work and plastering;

redesigned over 60 field changes including cultural modifications; build-ability issues, incomplete design drawings, design errors and defects;

completed the power plant building in 90 days to bring the project back on critical path;

one of the subs constructed structural CMU walls without installing wall ties to the PEB structure. During one windy night, a 13.5 meter end wall moved 30cm (12”) at the ridge line. My first action was to secure the wall for safe access, then prepare a corrective action plan. By the time the wall was secured, it had moved a total of 45cm (18”). Within the next 3 days, we implemented my plan and to the surprise of the USACE RE, the wall was drawn into place without cracking the wall or stress to the PEB supporting members;

Zero recordable/lost time accidents under EM385-1-1

September 2010 - February 2011; Akima Facilities Maintenance, LLC, Laughlin AFB, TX. Project Manager. Was responsible for full P&L on the Phase-in and Startup of this Fixed Price/IDIQ contract, with an annual value of US $10.5mil and included both CE facilities maintenance and logistics operations. Facilities included OM&R of: buildings, utilities, roads and grounds, airfield management, and airfield support. Logistics included: transportation, vehicle maintenance and repair, supply, travel, customer service, and property control support. Project manpower consisted of 184 exempt, CBA and SBA employees. Primary challenges at Phase-in included hiring of the incumbent union workforce, insurance enrollment, HR applications, interviews, etc.; ordering, receiving and distributing tools, vehicles and equipment prior to startup; staffing for key management positions including my replacement; finding client hot buttons pertaining to previous contractor performance; convincing the client that we have solutions to their hot button issues and build them into our Quality Control Plan and Procedures. Primary problems at Startup included provision of a seamless day one transition; implementing our new QC Plans and Procedures with a new workforce; dealing with Union Representatives relative to “concerns” of the rank and file (which were usually tests of how strong on-site management would be on Union issues). My policy was to follow our Union Agreements to the letter; and insuring that all stakeholders’ needs were addressed.

Accomplishments:

Upon my departure from Laughlin, the project was running like a well oiled machine;

zero recordable/lost time incidents

April 2008 - June 2010; Aurora-LLC – Jeddah, Saudi Arabia. Construction Project Manager. I had overall management and P&L responsibility for the construction of the New US Consulate Compound (NCC), Jeddah, Saudi Arabia. Client was the US Department of State/Overseas Building Organization (OBO). Project was Firm Fixed Price and involved the design/build (EPC) construction of 10 reinforced concrete (FEBR) buildings; prime power plant; power distribution; temporary and permanent security systems; WTP; utilities; swimming pool; hardscaping and landscaping, over a 28 month period. Contract value was US $122mil. One challenge I had, was dealing with culture issues and the ever changing regulations of Saudi Arabia. A second challenge was dealing with Secured Shipments through the port of Jeddah, to the job site. To combat the culture issues and regulations, I hired local legal consul who was able to handle the first challenge for me and to hire a Secured Material Manager to deal with all security issues related to secured shipments and movements. A third challenge was to insure that our A&E designs were not in excess of the contract requirements. Due diligence and a lot of RFI’s seemed to manage out all of the excesses.

Just after my departure Aurora Corporate, their Prime Subcontractor FKTC and OBO had a falling out over several issues including FKTC’s failure to pay its subcontractor. In the end, OBO terminated Aurora for cause and pulled the Bonds provided by FKTC. Due to good documentation and change management, Aurora was able to win a $12mil settlement with OBO. The project was completed by another General Contractor.

Accomplishments:

project was on time and on budget at the time of my departure;

zero recordable/lost time incidents.

November 2006 - March 2008; Self employed – Red Hook, NY. Owned, managed, and provided consulting services for construction, facilities OM&R, and logistics services to a variety of firms as a subject matter expert (SMX). Focused was on: government claims; bid strategies; management/technical/cost proposals; cost and pricing reviews including work breakdown structures; risk assessment; technical and management section reviews; bid/no-bid reviews; pink and red team reviews, proposal oral presentations.

Accomplishments:

wrote and reviewed portions of the technical proposal (including a draft RCM PT&I program) for the US Embassy Baghdad O&M Contract, for PAE. PAE won this contract;

wrote portions of the technical proposal, reviewed pricing and performed oral presentations for three DOS EPC construction projects in S. Sudan, for PAE. PAE won all three TO’s;

reviewed and rewrote portions of technical proposals on five CONCAP construction task orders for the PAE/ Shaw/AECOM joint venture at Camp Lemonier, Djibouti. The JV won all 5 TO’s;

completed an assignment to phase-in and startup the Camp Lemonier BOS Contact, Djibouti, East Africa, for PAE;

after winning the S. Sudan projects, I contracted with PAE as PM to phase–in and complete site-development, utilities and concrete works through foundations and slab on-grade, for the SPLA Regional Headquarters project in Duar, S. Sudan. All work at Duar was performed under austere living conditions (tent living, in a swamp) and completed on-time and on budget. The project was EPC-FFP;

zero recordable/lost time incidents.

March 2004 - October 2006; PAE Government Services, Inc. – Kabul, Afghanistan. Project Manager - Leadership role with full profit and loss responsibility for the management of the US Embassy Utilities Operation & Maintenance contract in Kabul, Afghanistan. Utilities included the Mission Critical 4.8 MW diesel prime power generation plant, water/wastewater treatment plants, HVAC systems including chillers and boilers, fire protection systems and elevators. The Embassy facility required 16 cleared American trades personnel; 16 TCN trades personnel and 11 host nation personnel in training. This project was a FFP/AF/IDIQ Contract with a value of $23mil over 5 years. The DOS CMMS systems were used to document daily operations.

Accomplishments:

During the startup of this project (first 3 months), I wrote and implemented a complete Reliability Centered Maintenance/Performance Testing & Inspection Program (RCM/PT&I),for all critical facilities, systems and equipment. The RCM/PT&I Program improvements implemented during the first contract year were projected to save PAE approximately $179,800.00 over the life of the contract;

All utilities were operated and maintained with zero unscheduled down time;

Performance metrics included an overall “excellent” rating for the entire year with an Award Fee of 97%;

Margins for the base year were 27% (12% over budget);

zero recordable/lost time incidents.

May, 2001 - March, 2004; Kellogg Brown & Root (KBR)/ACSS – Ft. Knox, KY. Sr. Project General Manager – Leadership role with full profit and loss responsibility for the management/direction of all project operational functions. Operations included CMMS, supply, transportation, facilities O&M and material maintenance (maintenance and repair of Ft. Knox tactical and engineering equipment including tracked, wheeled and heavy equipment). Administrative responsibilities include financial reporting and cost controls; project controls; human resources; IT; procurement; contracts and subcontracts administration; safety & health; environmental; and quality activities related to the Directorate of Base Operations Services Contract (DBOS) A-76. This project was a Cost Plus/Fixed Fee/Award Fee (CPFF/AF)/IDIQ (IJO) Contract with a value of $21mil per year, in 2001. Project staff consisted of 35 exempt employees. Project work force consisted of 356 exempt and SCA employees and 198 subcontractor employees.

Accomplishments:

upon arrival at Ft. Knox the project was failing due to poor management support to our customer and the work force. Leadership at all levels was practically non-existent and revenues were stagnant with low Quarterly Award Fees and a return of only 3.21% of the Award Fee pool. On my departure, revenues were in excess of $40 mil., Award Fees were running at 70 to 75% with the potential of hitting 100% within the next few Quarters;

also upon my arrival, safety Recordable Rates were extremely high at about 8.25 due to industrial operations (tactical vehicle maintenance and repair/engine and transmission overhaul shops). The OSHA Recordable Rate was down to 0.58 by the end of Feb. ’04;

my team and I lead the project to ISO 9002-2000 (Quality), ISO 14001-1994 (Environmental) and OHSAS 18001-1999 (Health & Safety) Certifications. According to QMI (the ISO auditors), this was the first time any project/organization, government/commercial received all three Certifications during one audit.

Brown and Root Services Pioneer (BRSP) – Johnson Space Center (JSC), Houston, TX.

Sr. Project General Manager – Center Operations Support Services (COSS) Contract. Duties were similar to those indicated above, however this project did include Facilities Engineering Support and did not include a Material Maintenance Division. The contract was Firm Fixed Price (FFP) IDIQ with average revenues of $40mil per year. Project staff consisted of 30 exempt employees. Project work force consisted of 265 exempt, CBA and SCA employees and 203 subcontractor employees.

Accomplishments:

several facilities were and are considered Mission Critical (including Bldg #30-Mission Control and its support power plant, Chiller Plant, etc.) and were operated and maintained with zero unscheduled down time. From May 7th 2001 until 31 March 2002 (project completion);

I was able to recoup $3.3mil through VIQ claims;

collected unbilled IDIQ revenue of almost $1.5mil;

eliminated a purchasing/supply subcontractor after auditing and finding overpricing. We self-performed with in-house procurement personnel and saved approximately $700k;

I lead the project to ISO 9001-2000 (Quality) certification, ISO 14000-1994 re-certification (Environmental) and OSHA VPP Star certification;

zero recordable/lost time incidents.

October 1994 - May 2001; Burns and Roe Services Corporation (BRSC) – U.S. Naval Base, Guantanamo Bay, Cuba. Program Director – Leadership role with responsibilities including full autonomy to manage/direct all administrative and operations activities relative to multiple O&M and construction projects on behalf of BRSC at U.S. Naval Base, Guantanamo Bay, Cuba. The BRSC/GTMO staff consisted of up to 34 U.S. Expatriates and a workforce of up to 510 TCN’s including Filipinos, Indians, Thai’s, Jamaicans and Cuban Exiles. Specific responsibilities included customer relations, contracts/subcontracts administration, business administration, marketing (within the Caribbean Region), finance administration, procurement, supply and warehousing, CMMS, engineering and estimating, quality control, safety and profit/loss on all projects.

Accomplishments:

Grew revenues from $4.3mil in 1994 to projected revenue of $36.4mil. in 2000. Profits ranged from 12%-17%;

See comments below on Award Fees;

OSHA recordable rates were zero until we had a forklift fatality.

O&M Projects included:

1.Housing Maintenance Services including PM’s, repairs and Change of Occupancy Maintenance for up to 1200 homes. This contract was later expanded to include operation of all Base Bachelor Officer Quarters (BOQ’s) and Bachelor Enlisted Quarters (BEQs) during the last 18 months of the contract. Contact was Firm Fixed Price/IDIQ/Award Fee with average annual revenues of $3.3 mil. We received 97% Award Fee for one year and 100% for five years;

2.HVAC and Refrigeration Equipment Maintenance Services including PM’s, repairs and replacements for all Base Facilities up to 160 tons. This contract was later expanded to include all facilities maintenance and repair during the last 18 months of the contract. Contract was Firm Fixed Price/IDIQ with average annual revenues of $4 mil. Contractor monthly ratings were very good to excellent, annual ratings were overall excellent;

3.Operation and Maintenance of the Base Desal/Power Plants including PM’s, repairs and replacement for two (2) 7.5MEG steam turbine generators, four (4) steam boilers, two (2) 1MGPD multiple stage flash evaporators

with twelve (12) 1-2.5MEG diesel generators and increasing the size of an existing 600KGPD seawater reverse osmosis plant with a 400KGPD plant, a new seawater intake and associated systems/equipment/components. These facilities were and are considered Mission Critical and were operated and maintained with zero unscheduled down time. Contract was Fixed Price/IDIQ/Award Fee with average annual revenues of $7.6 mil. We received Award Fee’s in the high 90’s for all five years;

4.Miscellaneous Repairs and Minor Construction (MRC) for all Base Facilities. Annual Revenues $2mil. Contract was Firm Fixed Price;

5.Job Order Contract (JOC), provide modification, alteration and small project services. Contract was IDIQ/Firm Fixed Price. Revenues were $10mil over 5 years;

6.Port and Harbor Services, including ferry, tug boat and small craft operation and maintenance. Revenues $5mil over 5 years. Contract was Firm Fixed Price/IDIQ;

7.Air Operation Services, including air traffic control, GEMD, GSE and terminal operations. Revenues were $2.5mil over 5 years. Contract was Firm Fixed Price/IDIQ.

Construction Projects included (all projects were Firm Fixed Price, completed on time and within budget):

1.Three large Fuels projects to renovate existing POL tanks, equipment and lines totaling over $2mil;

2.An $800K asbestos abatement project at the Base Power Plant;

3.A $1mil. Mechanical renovation of the Deer Point BEQ (170 rooms);

4.A $2.5mil mechanical renovation at the Base Hospital;

5.A $1.7mil renovation of the Base Hospital OR’s and ER’s;

6.A $3.1mil EPCM project for a 400GPD addition to the Base Seawater RO system;

7.A $17.4mil EPCM conversion of the Base Power Plant from steam turbine to diesel power generation;

8.A $8.1mil construction and renovation project for Royal Caribbean Cruise Lines at their facility in Labadee, Haiti;

9.Rebuild power plant, bulk loading pier and EPC new RO plant for Morton Salt in Great Inagua, Bahamas, totaling $1.4mii.

It should be noted that with exception to O&M projects 1 and 3, all of the above listed contracts were proposed/bid on a Firm Fixed Price (FFP) competitive basis, by the GTMO Team without support from the Corporate Marketing/Proposals Group. O&M project 1 predated my arrival at GTMO. O&M project 3 was a joint Team effort of the GTMO and the Corporate Marketing/Proposals Group. All construction proposals were proposed/bid by the GTMO team.

After departing Guantanamo in September of 2000, continued to work as Consultant, Subject Matter Expert for Burns & Roe, specifically on government claims and technical/cost proposals.

SUMMARY OF PRIOR EXPERIENCE:

Builders South, Inc. – P.O. Box 190, Chunchula, AL 36521; Project Mgr, Construction – (8/1992 to 10/1994.

McFarland Construction Co., Inc. – 8255 Zeigler Blvd., Mobile, AL 36695; Project Mgr, Construction – (8/90-8/92).

Central Steel Erection Co., Inc. – P.O. Box 130, Chadwicks, NY 13319; General Mgr, Construction – (8/89-8/90).

Transcontinental Construction Services, LTD – 210 Canal Street, New York, NY 10013; VP/Operations – (4/87 to 7/89).

Telamon Construction Svcs, Inc.– 189 Elm Street, #8, Lewisville, TX; Pres./Dir. of Operations/Owner) – (8/84 to 4/87).

Hazar Establishment for Trading – P.O. Box 41699, Riyadh, Saudi Arabia; General Manager/Construction Division – (2/82 to 6/84); Acting General Manager/National Medical Enterprises-Hazar JV - (2/82 to 6/84).

Saudi Modern Commerce – P.O. Box 3050, Jeddah, Saudi Arabia; Construction Manager – (10/80 to 2/82).

Holmes & Narver, Inc. (HBH JV) – 999 Towne & Country Road, Orange, CA; Sr. Subcontracts Administrator- (Jeddah, KSA) King Faisal Royal Saudi Naval Base O&M for the US Navy– (9/79 to 10/80); Project Engineer- Marshallese housing program for the US JTF(Eniwetok Atoll, MI) – (6/79 to 9/79).

Northrop Corporation – Hawthorne, CA; Construction Project Manager (Taif, KSA) on a Firm Fixed Price $168m EPC project for the US Force – (1/78 to 4/79); Subcontracts Administrator (Taif, KSA) on a FFP $168m EPC project for the US Force – (10/77 to 1/78).

Holmes & Narver, Inc. – Anaheim, CA; Contracts Administrator (Dhahran, KSA) on ARAMCO NGL Camps Program – (9/76 to 9/77); Civil Design Engineer (Dhahran, KSA) on ARAMCO NGL Camps Program – (4/76 to 9/76).

George S. Nolte & Associates, Inc. – San Diego, CA; Project Engineer – (2/72 to 3/76). Participated in the development of the first computer generated, digital Flood Plain Management mapping models. The client was HUD. These models were the beginning of today’s National Flood Insurance Programs, managed by FEMA.

Toups, Inc. – San Diego, CA; Assistant Project Engineer – (4/71 to 1/72).

Site Engineering, Inc. – Cherry Hill, NJ; Civil Design Engineer – (8/70 to 4/71).

Zollman Associates, Inc. – Newtown Square, PA; Civil Design Engineer – (11/69 to 7/70). Participated in the development of the first computer generated Interstate Highway design techniques, for Highway profiling.

Fredrick R. Harris, Inc. – Woodbridge, NJ; Civil Designer – (2/69 to 11/69).

Amman & Whitney – New York, NY; Civil Designer – (10/68 to 2/69).

Blauvelt Engineering, Inc. – New York, NY; Civil Design/Draftsmen – (3/68 to 9/68)

Amman & Whitney – New York, NY; Civil Design/Draftsmen – (6/66 to 2/68)

EDUCATION:

High School of Art & Design, New York, NY (1963 to 1966), Architectural Major (Diploma)

New York Community College, Brooklyn, NY (1966 to 1968), Liberal Arts

Villanova University, Ardmore, PA (1970 to 1970), Computer Sciences (Certificate)

Mesa Community College, San Diego, CA (1971 to 1972), Surveying (Certificate)

USIU, San Diego, CA (1972 to 1975), Civil Engineering (3 years toward BSCE)

Rockhurst University - Facilities Maintenance Management Training Seminar, Jan. 2003

Rockhurst University - Leadership Conference, Sept. 2003

Rockhurst University - Level l and ll Windows Excel Training Course, Dec. 2003

AFFILIATIONS:

International Facilities Management Association (IFMA)….Professional Member

PERSONAL:

Married with four adult children…….U.S. Citizen, Passport #440914653 (Exp. 02/18).

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