Management Construction
Resume:
Chad J. Piketh
*********@*****.*** • Cellular 507-***-****
Profile
I am a self -motivated professional who applies a fair and honest approach to all business dealings to
ensure f ull satisfaction. My track record proves my ability to manage complex issues and facilitate positive
working relationships with all parties. I enjoy adapting to fast pace environments demanding strong
organizational, leadership and interpersonal skills. I have 14 years of personnel management
experience, 12 years of operations management and 8 years of oversight of corporate capital.
Core Competencies
Contract Negotiations • Strategic Planning • Tactical Thinker • Engineering• Design Management
Operations Management • Collaborative Building • Environment Management • Capital Planning
Financial Management • Change Agent Catalyst • Process Performance Agent • Modest
Ethical Leadership • Continuous Improvement • Compliance Management • High Profile Management
Employment History
Sodexo (Contract Work) 2013 to present
Director of Operations, Winona
Business manager for Sodexo, I managed multi-services for Sodexo’s clients. Develop standards policies
and procedures f or guidance to client and staff. I have oversight of all financial operations, in 6 service
lines and covering multi-sites. Manage operations of 125 people through managers, with a client service
budget of 11 million per year and a capital budget of 15 million.
Oversight of f acilities, grounds, environmental services, waste management, utilities, security,
parking management, construction management, environmental safety management,
property planning, f acility designing and engineering and a dotted line to IS and biomedical
engineering.
Leader of the site master plans and development of options for future growth.
Developed long-term capital plan and asset management plan.
Manage regulatory processes and adherence. Agencies include Department of Health,
Department of Labor, OSHA, State Fire, and city officials.
Oversight of positive ROI cost savings projects and infrastructure improvements.
Consolidating vendor spend for volume discounts, 2014 savings $310K savings
Aligning staff on standard work, using lean principals to adopt and implement multi-
department alinement.
Guide staff on contractor/vendor procurement strategies – incentive-oriented, cost plus, T&M,
hard bid
Developed Emergency Management plans for client.
Developed new capital approval process, to thoroughly engage all stake holders and use the
A3 process to approve projects.
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United Technologies Corporation (UTC), Burnsville, MN 2008 to 2013
(Formally Goodrich Corp.)
Manager, General Engineering (SIS division) 2012 to 2013
Developed a global business plan for sourcing and standardize operations. Worked with business parties,
internal and external, to develop a multi-year cost saving plan to improve financial operations. Co-lead
teams on cost avoidance and cost savings of $30 million through reviewing and changing sourcing detail s
f or 48 f acilities worldwide in 2012, achieved $12.5 million savings in 2013. The multi-phased project
includes contracting or re-evaluating real estate leases, plant consumables, energy contracts, bulk
equipment purchases, f acility labor bundling, central engineering functions and asset management.
Details of the analysis include items like
Reviewed site and product line consolidation of operations after buyout, 28 major factories.
Made plans to consolidate 6 f actories, to reduce overhead of $7.3 million per year.
Managed capital assets during consolidations in a capital management software, to track
available assets to use for production Sensors and Integrated Systems (SIS).
Reported on f inancial models and ROI/NPV projections on cost savings projects.
Organizational change management readiness evaluations
Review sourcing model options – insource, functional out-tasking, integrated service delivery,
or hybrid models; single or multiple providers; joint ventures
Managed sourcing geographic scope – global vs. regional
Defined scope of services – one vendor for all vs. mix of best of providers in specific areas
Contract structure evaluation per service – incentive-oriented, cost plus, T&M or other
Engineer III (Goodrich, Sensors Division) 2010 to 2012
Notable projects/duties:
Managed change though Kaizen and Kaikaku (lean) events. Co-lead the integration efforts of two
manufacturing sites in CA with a $35M building budget and equipment budget of $22 M.
Multi-site capital (building and equipment) accountability focusing on California (3) and
Minnesota (4) sites. Oversight of $248M in capital projects per year; 68 projects 2011, 44
projects in 2012. Set up monthly meetings with each project owner for updates and issues
that may have come up.
W ork directly with Goodrich leaders to implement corporate goals.
Co-lead plant integration for Monterey Park and Diamond Bar into Brea facility.
Negotiate and manage large contracts and leases for SIS division, worked close with the
Legal Department.
Staff oversight has included many service lines; MEMS production, facilities, security and
government security.
Co-managed MEMS production (MN) during major operational changes f or the new facility.
Managed teams on property risk exposure as it relates to insurance, contracts and EHS.
Engineer II (Goodrich Sensors Division) 2008 to 2010
W orking in conjunction with finance, sales, operations, engineering to manage all capital spending;
Managing all facility systems and contractor specifications for related work; Leading all Health, Safety &
Environmental projects and supporting others to improve our standards; Assisting and promoting
Goodrich to become a leaner company through continuous improvement; Multiple site, implementation of
the master expansion plan. Oversight of $88M in capital projects per year.
Notable projects/duties: Corporate engineering contracts, energy consumption, improvement processes,
owner of the master planning, developing the financial forecasting model f or engineering, built a 50,000
sqft. Clean Room, built a state of the art 10,000 sqft. Icing Wind Tunnel (only one like it in the world),
Page 3 Chad Pike, resume
developed and implemented a trade secret, master planning assessment projects, implemented campus
remodeling projects though my team and personally managed a $60M construction budget with a $40M
equipment spend over 2 years.
Set engineering standards and building specification on the new ISO 9 cleanroom f or internal
staff and external vendors.
Created and implement new strategic policies and key procedures that help facilitate better
processes and drive for continuous improvement in the new ISO 9 cleanroom .
Built a two story trade secret icing wind tunnel with internal and external personnel. During
the final design and prototype testing only 4 people really knew how the icing wind tunnel
worked in detail. The specifications were v ery stringent, make ice consistently at 1/500”
to1/1000” (about the size of a human hair), air flow of Mach .8, 80,00 feet above sea level
with internal temperatures of -60 C. Sourced companies around the globe f or this project.
Lead engineer groups that needed capital to design systems to complete testing, or to make
production fixtures. All major capital projects that required capital fixtures or modifications to
existing capital, I was involved.
Many projects were unique: prototyping, analyzing effectiveness, benchmarking, safety
auditing, and analyzing the NPV was much of my oversight efforts with my teams f or the
business.
Gundersen Lutheran, La Crosse, WI 2006 to 2008
Project Manager
Developed and implemented master facility assessment plan; Organized master facility reorganization
assessment plan; Implemented company-wide best practices of planning and developing to support
strategic objectives and profitability; Administered f acility project planning, design, and construction
process; Used 5S and Lean methodologies on all projects to implement company-wide process
improvement goals; Implemented “LEED” and/or “Green” standards to many projects to help reduce
energy consumption.
Notable projects: Railroad relocation project, Parking ramp assessment, Asset management projects,
Master planning f orecasting, Campus remodeling projects, Facilitating f acility contracts, Energy
consumption audits and Facilities improvement process development.
Developed and implemented construction and asset management standards for facilities
department; trained large diverse staff on new f acility maintenance software.
Reviewed property leases with the legal team. Purchased properties for strategic growth.
Responsible for developing asset protection awareness and auditing the facilities.
Identified action plans to improve processes and workflow; developed metrics to improve
service performance through cross functional work groups.
Created and implemented new strategic policies and key procedures that relates to facility
management and managing plant maintenance.
Encouraged staff to learn new ideas (lean methodology) and to say abreast of new
technologies to enhance better work environments.
Main contact for the biomedical engineering department for modifications to major clinical
equipment, dependent on facility support.
Knutson Construction, Minneapolis and Rochester, MN 2004 to 2006
Assistant Project Manager
Developed project management skills; Worked with clients through design development and throughout
the construction phase; Accomplished the following duties: logistical design planning, budget estimating,
pre-bid interviews, bid procurement, post bid interviews, contract facilitation, pre-construction meetings,
resource management, project scheduling, jobsite management, quality verifications reports, and close-
out document oversight.
Notable projects: Park Nicollet Heart and Vascular Building and Parking Ramp; Crossroads Colle ge
Student Union; Treasure Island Casino, Parlay Lounge; Mayo Clinic, Gonda Building.
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Facilitated large high-profile commercial projects f rom concept throughout construction.
Largest project was $52 million and managed 82 subcontracts with a total of 387 men at the
peak of the project; grand total of 528 days of no lost time due to jobsit e injuries.
Multitasked many projects at the same time; never having a financial losing project.
Implemented web-based project management tracking and reporting to inform clients and
contractors of progress.
Oversaw construction management activities for internal departments and external
personnel; coordinated planning, budgeting, scheduling, design and construction.
Pike Construction Inc., Mantorville, MN 1999 to 2004
President
Established this business from the ground up; hired and trained personnel; directed all facets of
commercial construction projects: preliminary research through budgeting, estimating, negotiation, design
work, scheduling and job completion; met frequently with clients to discuss project prog ress; ensured
clients got exactly what they had anticipated; facilitated positive working relationships between
subcontractors, owners, general contractors, bankers, suppliers, engineers, architects, and others.
Notable projects: Municipal Liquor, State Farm Insurance, Dodge County Vet Clinic, Dodge County
Courthouse, and Larson Products Warehouses
Planned and implemented targeted sales activities to build and maintain business, emphasizing
value-added services in a market dominated by well-capitalized competitors.
Received numerous accolades and letters of appreciation from customers and visitors.
Listened to my customers so I could target, market, and prepare comprehensive presentations,
demonstrating cutting-edge construction materials and practices.
Advised clients on construction issues as construction documents and blueprints, geotechnical
reports, and lease/legal documents.
Managed 2 foremen and up to 13 laborers; hired, managed, trained and evaluated them all on a
statistical basis.
Gained market share by involving myself into community activities and building bonds with future
customers; targeted people who had influence in facility related activities as a career.
Akkerman Manufacturing Inc., Brownsdale, MN 1990 to 1999
Technician/Field Operator
Fabricated tunneling machines; built and tested prototypes; welded parts, adhering to blueprint
specifications; milled parts; ensured proper operation of hydraulic and electrical parts; assembled final
machines; participated in the testing of new products; operated tunneling machines in a construction
environment; oversaw field tunneling crews and projects. Notable projects: Long Beach, CA Reclamation
Project; San Hose, CA Water Treatment Project (1998); and Fremont, CA Sewer Project.
Employed statistical methods to measure and maintain quality objectively.
Engaged analytic techniques to assess productivity and identify opportunities to improve systems
and processes.
Commended by management for dedication and a desire to learn.
Software Knowledge
SAP, Citrix, Invoice Router, Prolog, Suretrack, MS Excel, MS Word, MS Power Point, MS Outlook, MS
Project, Visio, and other management software.
Education
Augsburg College, Minneapolis, MN
Masters of Business Administration (MBA)
University of W isconsin-Stout, Menomonie, Wisconsin
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Bachelor of Science, Construction Management
Training
Lean Certified
LEED Building methodologies
Six Sigma
5S methodologies
Green Technology methodologies
Continuous Improvement Advisor
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