Project Manager Management

Matthew Kuecker

***** ******** ****** **.

Tampa, FL 33647

407-***-**** ? *******.*******@*****.***

Educatio

n

Dec 2014 UNIVERSITY OF FLORIDA GAINESVILLE, FL

Master in Business Administration degree (MBA), Hough Graduate School of

Business.

June LOUISIANA STATE UNIVERSITY, E.J. Ourso School Of Business BATON ROUGE, LA

2006 Bachelor of Science (BA) in Business

Academic Scholarship

ROTC Scholarship

Vice Wing Commander for Detachment 310

Experien

ce INFRASTRUCTURE CORPORATION OF AMERICA TAMPA, FL

2013-201 Project Manager, Asset Maintenance

5 Full profit and loss responsibility of two high profile infrastructure

asset management projects for the state of Florida. Oversee the management

of 20 personnel with five direct reports. Prepare and administer combined

annual budgets in excess of $12 million with heavy emphasis on cost

control. Review monthly budget to make necessary adjustments in work

schedule to meet corporate expectations. Responsible for all stages of

contract management from initial RFS to execution, final analysis, and

amendment. Review human and material resources and make necessary

adjustments to meet specific financial goals. Preside over monthly

Progress Meetings with partnered Department of Transportation directors,

engineers, and key decision makers.

Selected as lead project manager and consultant for implementation of

mobile CRM application for work processing and customer event tracking.

Increased revenues 22% over baseline expectations during first year as

project manager.

Initiated reengineering effort on employee training with emphasis on safety

and geared towards improving organizational culture.

Initiated and led completion of warehouse stock inventory control system

2011-201 incorporating barcoded tracking of construction materials.

2

KINDER MORGAN TAMPA, FL

Manager, Bulk Terminals - Production and Shipping

Supervise and coordinate 9-person team in managing preventive / corrective

maintenance, troubleshooting and repair for 70-piece fleet of heavy

equipment. Coordinate with other department managers to ensure seamless

workflow and timely, contract-compliant production and loading. Administer

budget; interact with contractors and customers; plan and manage special

projects. Oversee inventory control and business process reengineering;

negotiate prices with vendors / suppliers. Monitor and analyze industrial

processes; seize improvement and cost-containment opportunities. Manage

safety / compliance program, environmental response and conduct associated

training.

Managed reengineering initiative on an obsolete operations process which

resulted in top performing process within the area. Performance of improved

system surpassed all others region-wide within two years and dramatically

improved customer value and brand equity.

Recognized by senior management for growing an exceptionally strong team,

significantly reducing attrition and developing positive, success-focused

culture. Culture change resulted in substantial reduction in I&I rate as

well as recordable injuries.

Developed and implemented warehouse stock inventory control system,

incorporating barcode tracking system, on track to save $25,000+ within

initial year.

Streamlined requisitioning, initiated new training system, and leveraged

just-in-time (JIT) inventory management to develop new, more efficient and

2009-201 cost-effective procurement process.

1 Reorganized document-control process and implemented strict control

measures, achieving full compliance with all federal and state regulatory

agencies and improving information flow.

Achieved 55% reduction in equipment downtime via creation of preventive

maintenance software program that tracks information to improve

decision-making, accountability and productivity.

Enforced corporate overtime policies to refocus on maintaining a lean

workforce which is projected to result in payroll savings of six figures

during initial year while simultaneously increasing facility throughput

YOY.

Established first digital fuel management / data analysis system, reducing

administrative costs, fuel consumption and fleet expenditures while

extending fleet vehicle life.

US ARMY Fort lewis, wa

Executive Officer, Infantry

Supervised and assigned 170-person cross-functional, multidisciplinary team

including seven direct reports and held accountability for $95M in

equipment. Prepared and implemented strategic operating plans; coordinated

across all departments, including supply, IT, maintenance and logistics.

Served as liaison with internal and external strategic partners. Managed

inventory control and safety / security program; provided critical feedback

2006-200 to contractors. Trained, developed and coached team members.

9 Ranked #1 among 7 peers during final performance review. Earned stellar

evaluations with recommendations for promotion ahead of peers during all

performance evaluations.

Achieved highest operational readiness rating in the Task Force during

deployment. Supported over 500 operations in 3 provinces and 6 districts of

southern Afghanistan.

Provided exemplary inventory management, achieving lowest loss rate among 7

units while managing the most active schedule.

Chosen as lead subject-matter expert (SME) with regard to new technological

communication initiatives as well as maintenance and logistics.

Sole manager to plan and execute shipping of 2,000+ pieces of equipment and

achieve ahead-of-schedule, incident-free project completion.

Planned and directed 4 essential construction projects providing facilities

in austere environment.

US ARMY

Fort lewis, wa

Platoon Leader, Infantry

Scheduled, assigned and supervised 43-person department; directed training

program in collaboration with multiple US and overseas stakeholders.

Established and grew strong relationships with key support organizations.

Analyzed and developed improvement recommendations and presented to

executives. Planned and directed projects; oversaw maintenance / parts

inventory for 8-vehicle fleet.

Selected to lead non-standard organization 33% larger than peers, with more

direct reports, due to exceptional leadership talents.

Selected by regional staff to lead 3-month training event focusing on

leadership development for over 2,000 emerging leaders.

Promoted integration of internal and external groups, significantly

improving statistics in absenteeism, work-related injuries and productivity

while building positive culture.

Addition Kinder Morgan Core Leadership Training: Leadership, Communication &

al Data Conflict Resolution, Delegation, Financial Stewardship

Advanced Leadership & Management: Process Management, Logistics &

Transportation, Project Management, Inventory Management

Effective Negotiations & Behavioral Analysis in Business

OSHA 10 Hour Certification

Advanced Maintenance of Traffic (MOT)

NIMS 100, 200, 700, 800 Certification

Volunteer for Wounded Warrior Foundation.

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