Project Manager Customer Service

Scott K. Brown

**** ******* *****, ****** ** ****2

#***/***-**** ***********@*******.***

http://www.linkedin.com/in/scottkbrown

WORK HISTORY: Nineteen years in Residential and Commercial Construction and Development

Director of Purchasing; Frontier Communities, Rancho Cucamonga CA; January 2013 to November 2013

Responsibilities: Re-establish the production homebuilder’s Purchasing Department, process and procedure for the re-

introduction of Frontier into the high-volume production industry, including the addition of key personnel such as

Purchasing Agents, Contract Administrators and department admin staff. Actively participate in the evaluation of raw

land and/or finished lots, the orchestration of Purchasing/Estimating with Sales/Marketing to ultimately dictate the

product type, amenity level and price point. Prepare, review and revise initial schedule and budget, as well as scope of

work with the active participation of the internal team and Trade Partners alike. Oversee both Land Development and

Vertical Construction product and material specification and purchasing processes, plan development; submittal and

revision processes in order to meet the pre-determined scheduled construction start dates.

Achievements:

• Putting together a team of seasoned professionals mixed with eager newcomers to the industry, taking the

position as the fastest growing land development firm in the Inland Empire with more than 3000 lots acquired

in 201.

• Realized a $1.1M savings from projected to actual vertical construction costs over the first 66 SFR units

contracted for the Frontier Communities new build cycle.

Purchasing and Estimating Manager; ANR Industries, Inc., Santa Fe Springs, CA; June 2011 to December 2012

Responsibilities: Manage daily operations of both the Estimating and Purchasing Departments, which included the

plan development and approval process for work in both the Public and Private sectors, single and multi-family,

vertical and horizontal development. Specializing in strategic sourcing of materials for subcontracted work and

negotiating material procurement pricing for work executed in-house on a daily basis, decreased typical historical

budget overages. Providing clear and concise cost and work estimates to company executives for all projects improved

field construction productivity.

Achievements:

• Decreased formal Estimate preparation time frame from thirty working days to five.

• Established the Estimating and Budget preparation process for the new line of “Luxury” product with a sales

price point above $1M.

• Developed and managed Plan Preparation and the subsequent approval process “In-House”, catering to the

multiple municipalities in and around Los Angeles.

• Acquired CAD 2010 in order to develop and draw plans in-house, training and nurturing the talents of staff

and subsequently reducing the consultant expense.

• Established a budget preparation process eliminating the majority of the company’s historically unanticipated

project expenses, improving initial budget estimates by 18% in six months.

• Effectively orchestrated the team’s work on more than 35 projects at any given time, producing homes that

carry an average of 18 “Days on Market” on the sales end.

Contacts/ References: Donna Thompson, Director of Human Resources, 562-***-****

Art Mertzel, Director of Business Development, 562-***-****

Vice President of Operations; Unlimited Landscape Management, Scottsdale AZ; June 2007 to June 2011

Responsibilities: Expand client base into the Commercial Development arena to augment the existing Residential

Development business as ULM was a full service site development contractor. Typical scope of work would include

finish grading, wet and dry utilities, concrete and asphalt, overlay and striping, all prior to completing the installation

of the hardscape, landscape and irrigation. Oversee the daily activity of the Estimating and Material Procurement

teams, scheduling and managing Field Crews to better accommodate workload, create and monitor Project Budgets

and educating upper management on the specific “wants and needs” of the Purchasing Professionals in the

Development Industry.

Achievements:

• Introduction of Estimating and Take-off software decreased bid preparation time and increased accuracy of

take-offs.

• Decreased Project completion times by 20% with the introduction of rigorous schedules and training.

• Decreased material costs by negotiating annual contracts with plant and material suppliers.

Contacts/ Reference: Craig Pistono, President, 480-***-****

Director of Strategic Purchasing, Land Development; Centex Homes, Scottsdale AZ; March 2005 to May 2007

Responsibilities: Established a dedicated Purchasing Team to centralize and standardize the Purchasing practices,

develop relationships, leveraging economy to scale to purchase material in bulk directly from Manufacturers and

Suppliers there by gaining control of potential cost increases and material delays to the projects. Monitored budgets

for up to 11 projects totaling $250+ million and instituted a monthly review to ensure a more accurate real-time

budget. Management of a Purchasing Team of five, including a full-time Estimator, and an Accounts Payable Team of

three and conducted monthly feedback sessions and bi-annual career planning reviews to assist in the individual

progression of each associate.

Achievements:

• Realized a negotiated savings of 17% annually by introducing competitive bidding while increasing

efficiency of contracts and reducing the number of change orders.

• Managed the Accounts Payable team and reduced the invoice cycle time from 55 to 15 days.

• Managing a Purchasing Workshop in April 2007 with Department and Vendor participation realized a $7

Million reduction in Development Budgets through capitalizing on “Economy to Scale” by packaging

multiple projects with well-qualified Contractors.

• Centralized the purchasing efforts to minimize re-work and maximize efficiency and productivity.

• Re-wrote and cataloged more effective Scopes of Work for both Contractors and Consultants in order to

reduce Change Orders to Contracts.

• Negotiation of the SWPPP contracts for all of the Centex operations in Arizona.

Construction Project Manager/ Partner; The Arantee Group, Indianapolis IN; February 2004 to March 2005

Responsibilities: Design and construct “6 Ultra Lounge and Restaurant” downtown. Manage all aspects of design and

construction including, but not limited to contract and cost control, permits and inspections, vendor and material

specification, interior design specification, kitchen construction, sound and lighting, installation of Aloha system,

marketing of the soft and hard Grand Opening, interviewing, hiring and training of staff as well as related management

of the Servers and Bar Tenders. I maintain fractional ownership. The web site to view my work is www.6indy.com

Achievements:

• Managed to a 91 Day duration schedule for all Tenant Improvement, including all electrical, plumbing,

HVAC and fire suppression systems. This time frame included demolition of existing Asian-themed

Restaurant.

• Improved $1.2 Million budget by $161,000 at completion.

• Negotiated with Building Department to build the only “Unisex” Restrooms in the city with electronically

activated glass doors that fog when locked.

Purchasing Manager, Land Development; Lennar Communities, Inland Empire; July 2002 to March 2004

Responsibilities: Development of Master-planned Communities in the Inland Empire ranging from 400 to 2100 home

sites, including the bid and contract of all Off-Site Work as well as the Design/Build of the Community Centers and

Amenities consisting of multiple commercial buildings. CFD and Public Off-Site work was included, as well as

forward planning and acquisition assistance with budget numbers and feasibility studies. High volume and strict

deadlines made the position rewarding as well as challenging.

Achievements:

• Managed the build of the 20 acre Harveston Sports Park in Temecula to an accelerated schedule of 159

working days which included two buildings and lighted fields.

• Managed the vertical construction of the 12,000 square foot “Lake House” Community and Sales Center from the

ground up.

• Coordinated the site and building construction of Model Complexes with vertical construction teams for both

US Homes and Greystone Homes, both subsidiaries of Lennar.

Purchasing Manager/ Project Manager; MasterCraft Homes, Santa Ana CA; July 2000 to July 2002

Responsibilities: Initially hired as the Purchasing Manager, I was asked to assume a dual role as Senior Project

Manager at three months. This position included value engineering of site development and the residential product,

specification, estimating, bidding, and contract negotiation. Management of construction field personnel and customer

service on multiple projects was also primary, as well as the direction of Purchasing Department and Project

Management, i.e. plan processing, permitting, schedule, closings, etc.

Achievements:

• Implementation of scheduling software resulting in a build time reduction on a 4000 square foot product from

151 days to 86.

• Realization of 26% increase in profit the first year due to value engineering and contract cost negotiation.

• Through participation in Industry Associations (BIA, CPA, and RPC) established relationships with not only

Contractors but Manufacturers in order to better control supply and cost.

Purchasing Manager; Comstock, Crosser and Associates, Manhattan Beach; December 1997 to July 2000

Responsibilities: Product specification, bidding and contract negotiation on both Single and Multi-family Residential

and Commercial projects throughout the greater Los Angeles area, establishing and maintaining a competent and

competitive bid lists for both residential and commercial work. Environmental soil remediation was one of my primary

responsibilities along with participation in Project budget and schedule production while managing the Purchasing

process for up to nine projects simultaneously, including options.

Achievements:

• Management of the successful environmental remediation of the Signal Hill project in preparation for the

construction of 100+ Single Family detached residential units.

• Site Development and Contracting of the Shell and T.I. work on Manhattan Marketplace.

• Bid and contract T.I. work on the multiple commercial properties managed by the firm.

• Management of the development, design and construction of a gated community of 64 attached units in the

City of Northridge providing an affordable housing alternative for local residents.

Contact/ Reference: Mike Baum, Former Director of Construction, 562-***-****

Site Superintendent; UDC Homes, Phoenix AZ; December 1994 to December 1997

Responsibilities: The initial position with UDC was Customer Service, but promotion to Assistant and the

Superintendent took place with-in six months. Duties included scheduling of subcontractors, quality control,

homeowner orientation walks, and customer service. I was tasked with managing to schedule and budget of the

Kierland project of 360 detached units surrounding a golf course with 40 units under construction at any given time.

This position also required management of the Assistant Superintendent and the Customer Service Representative and

their duties and daily tasks.

Achievements:

• Started and completed 11 units for fiscal year end in 42 days from concrete to Homeowner acceptance.

• Completion of the UDC Homebuilding Construction 12 week course.

EDUCATION: Salt Lake Community College and the University of Utah

• Major: Business/ Finance: Minor; Spanish

Summary

My exposure to the various aspects of the Residential and Commercial Building and Land Development business has

afforded me the ability to gain experience and expertise in all aspects of the business. My reputation as a negotiator is

known as stern but fair among the contractors, strictly adhering to the contract verbiage as agreed to at signing. My

theory of creating a competitive bidding environment is one that has facilitated significant reduction in costs in the past

and affects not only budget but schedule as well. My reputation among former team members is much the same, and

although I expect the most out of those with whom I work and associate, I commit to do all in my power to assist them

as they continue on their chosen career paths. My dedication to the organization that I represent is evident by my

attention to detail and the aggressive nature with which I approach every project. My education, experience,

management style and ideals will make me an invaluable asset to any firm.

Contact this candidate