Roberto ‘Rob’ A. Grau

OBJECTIVE

Project Management or project support work for a firm that recognizes and rewards results and professionalism.

TECHNICAL EXPERTIZE:

Expert working experience with WORDPERFECT, LOTUS, LOTUS NOTES, MS (WORD, EXCEL, ACCESS, MS PROJECT (and server environment), POWERPOINT, SHAREPOINT, VISIO), SAP (BW & WM [legacy and enterprise]), PSRS, Primavera P6. Other systems and programs: SQL Server 7.0 (system administration), Timberline, Estimation (w/digitizer), OSHA, OSHPD, DOT, Saylor, Means, Crystal Reports, Prolog, CAD, Contracts. Working experience with IBM, item Capture/Image and string files and systems, People-Soft, ADP, Microsoft, and Citrix systems. Hardware: T1, Router and server and WIFY.

Working experience with programs/methodologies: Accepted Business Standards, Best Business Practices, Lean-Six-Sigma, SCRUM, waterfall, Agile, LEEDs.

QUALIFICATIONS:

•Define, create, or follow clear project plan and objectives, adjusting to attain objectives.

•Achieve project results in matrix organizations, utilizing any internal and external resources.

•Self starter, time manager, and cohesive team approach and proven facilitation skills.

•Excellent verbal and written communication skills, ability to give presentations to audiences.

•Effective company team player, project leader and ability to interact with many organizations.

EDUCATION:

Bachelor of Science, Major: Political Science Minor: English/Spanish,

San Francisco State University, San Francisco, Ca. 1976

Bachelor Business Administration, University of California, San Francisco, Ca. 1980

Management Courses U.C. San Francisco: Labor Relations, Discipline, Communications,

Time Management, Employee Counseling, University of California at San Francisco

PMI/PMP Certified (Project Mgmt. Institute/Project Mgmt. Principles U.C., at S.F.

Problem Solving (Cornerstone Training) University of Ca. at S.F.,Ca.

Accounting Principles I & II, Diablo Valley College, Pleasant Hill, Ca.

Leadership Training (Challenge) TPG Learning Systems, U.C., S.F., Ca.

Certificate: Construction Project Mgmt./Estimating/Contract Documents

Construction Technology Department, Healds, Martinez, California

Internship: Suntron-Holly Solar – Solar/LED design & manufacturing, Petaluma, Ca. .

National Professional Certification (Customer Service), NRF Foundation, Education & Research

Wastewater Treatment ROP Training and Operations, Dublin/San Ramon District- Sacramento State University, Ca. Self Learning Activities: SQL Server 7.0 System Administration.

Insight Global (SF)/PG&E 8/2014 – 2/2015

Working with PG&E Gas Transmission and Distribution organization, supporting new in inexperienced Project Managers, and again conducting analysis and financial evaluations based on project size and scope, evaluating vendor contracts, against scope to perform,. Keeping track of amounts budgeted and authorizations sought and required. Doing this for two or more PM’s and maintaining current ongoing and future year’s projects, and life-cycle multi-year multi-million dollar projects. The last of which was to meet CPUC requirements for documentation of Gas Station Features, equipment and the product pressures to include safety components. In this role I was tasked with bringing many things current and up to date, incorporate processes and procedures, and employ and implement them for future use. Additionally I assisted with estimates and the preparation of estimates and forecast, project expenditures and timeline to include schedules with milestones, and continued to stay abreast of project progress in the field, through project completion. Keeping in touch with, and assisting the project team stakeholders with financials, work progress and the regulated policies and procedures that governed our work. And anything else I could possibly assist with to ensure project success and accomplishing all the required tasks to help the new PM’s become successful and efficient in their new role. My position ended because PG&E decided to replace my role with an internal PG&E union employee and not a contractor.

Achieved the results desired all projects were planned internally or externally with the oversight if PG&E Design Engineering and Project Mgmt. In all these roles I employed resourceful thinking, stayed on top of required fabrication, maximizing my efforts and labor hours to produce results and outcomes. Projects/s achieved the successful completion when we did not deviate from the proven PM methodologies, project awareness and participation.

Efficiencies achieved through concentrated and planned attention to routine and significant events from day one to ensure a planned and strong project start, and efficient resolution of any issues, and completion on-time and on budget.

Environments Utilized: MS XP, MS VISTA, MS Project 2007(project schedules), Access (product database), MS Excel 2003 (estimate, costs, project margins) Word 2003 (project memos), Outlook (email correspondence and status reports) Industry Standards and Best Business Practices, Lean Six Sigma, SAP BW, WM, Primavera P6.

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Motive Power/PG&E 6/2012 - 4/2014

Continued to work in the same role and transition to a new company that had a stronger relationship with PG&E. At this time there was more refinements made to our process and now we were strictly involved with Electric Substation project and removed from Transmission work unless it directly affected the substation, while continuing to finish up any ongoing multi-year transmission and distribution projects. In the role of Project Control Analyst for PG&E with their Electrical station project management group, the work continued much the same. We had changes in software and some internal tools used, but other than those slight changes everything else was standard PG&E Processes and Procedures, or in some cases the processes and procedures were being changed and altered to meet new regulatory requirements and criteria. In my position and role I continued to provide PM’s and managers with a financial analysis, up to date cost information, tracking to authorization/budget and forecast costs. Ongoing analysis and production of any routine system generated SAP requiring review. Production of accurate forecast of costs and expenditures based on contracts, internal labor and known materials, known labor schedules and (a guestimate of unknown labor and materials required) as well as major known components and equipment costs.

Achieved the results desired all projects were planned internally or externally with the oversight if PG&E Design Engineering and Project Mgmt. In all these roles I employed resourceful thinking, stayed on top of required fabrication, maximizing my efforts and labor hours to produce results and outcomes. Projects/s achieved the successful completion when we did not deviate from the proven PM methodologies, project awareness and participation.

Efficiencies achieved through concentrated and planned attention to routine and significant events from day one to ensure a planned and strong project start, and efficient resolution of any issues, and completion on-time and on budget.

Environments Utilized: MS XP, MS VISTA, MS Project 2007(project schedules), Access (product database), MS Excel 2003 (estimate, costs, project margins) Word 2003 (project memos), Outlook (email correspondence and status reports) Industry Standards and Best Business Practices, Lean Six Sigma SAP BW, WM, Primavera P6.

Ascent/PG&E 6/2011 – 6/2012

Worked in support of project management projects for PG&E’s Electric Transmission and Distribution as a project Controls Analyst, with new and upgrade projects to transmission lines and substation facilities in Northern California. In this role I worked with engineering personnel (internal and external) to ensure we had prepared an adequate estimate with the knowns, and some unknowns to ensure adequate necessary accounting of financial resources required to complete small, medium and large projects, of one year or multiple year durations. I supported PM’s with information, obtained from vendors engineering firms and internal PG&E stakeholders and organizations, with their support and technical skills to begin and complete a project, maintain it on schedule and within budget as long as it continued to be a priority, or be prepared to put on hold and shift as necessary to greater priority projects. I was also responsible for maintaining field information and performance of contractors, work progress and work accomplished to ensure our forecast was accurate and budgets and authorizations were not being exceeded. Creating, updating and maintaining work schedules updated with the latest reliable and available information. In this process I participated in Project kickoff meetings, routine project meetings, project schedule meetings, financial reviews, and forecast meetings and other meetings addressing any issues and action items requiring my attention and support. Achieved equal results with design build and plan and spec. projects, using creative fabrication, resourceful thinking, maximizing efforts and labor hours to achieve better than desired results and outcomes. Projects/s achieved success and customer satisfaction, leading to additional work opportunities, and repeat business.

Efficiencies achieved through concentrated and planned attention to routine and significant events from day one to ensure a planned and strong project start, and efficient resolution of any issues.

Environments Utilized: MS XP, MS VISTA, MS Project 2007(project schedules), Access (product database), MS Excel 2003 (estimate, costs, project margins) Word 2003 (project memos), Outlook (email correspondence and status reports) Industry Standards and Best Business Practices, Lean Six Sigma.

Grau & Associates 10/2009 – 6/2011

Self employed consultant providing PM skills and services to medium and small construction contractors with estimating, planning, plan and spec., or design build. New, retrofit, or energy efficiency change-out projects. Performing any of the following functions as needed: estimating, contracts, consulting engineering, purchasing and procurement of equipment, materials and services, subcontractor services, project management tracking and progress timeline reporting, vendor and progress meetings and onsite construction support (project schedules, engineer coordination, fabrication coordination, submittals, meetings, substitutions, problem identification and resolution, and subcontractor management), address problems and resolve issues. Conduct functions geared to meet the project goals and agreement, fill any gaps and meet client’s contractual obligations, manage and report on project budget, on-time project delivery. Effective management of multiple projects. Ensure work-place safety and methods employed. A full service construction consultant providing a tailored program, with a complete line of project management services that exceed industry standards and practices.

Achieved equal results with design build and plan and spec. projects, using creative fabrication, resourceful thinking, maximizing efforts and labor hours to achieve better than desired results and outcomes. Projects/s achieved success and customer satisfaction, leading to additional work opportunities, and repeat business.

Efficiencies achieved through concentrated and planned attention to routine and significant events from day one to ensure a planned and strong project start, and efficient resolution of any issues.

Environments Utilized: MS XP, MS VISTA, MS Project 2007(project schedules), Access (product database), MS Excel 2003 (estimate, costs, project margins) Word 2003 (project memos), Outlook (email correspondence and status reports) Industry Standards and Best Business Practices, Lean Six Sigma.

Environments: MS XP, MS VISTA, MS Project 2007(project schedules, tasks and progress), Access (product database), MS Excel 2007 (estimates, costs, project margins) Word 2007 (project memos), methodology Industry Standards, Standard Business Practices and Lean Six-Sigma (field-book).

PROFESSIONAL EXPERIENCE:

Comfort Dynamics Mechanical 07/2008-10/2009

Accomplishments:

Project Manager with responsibilities of estimating and managing eight (8) plan and spec./design build mechanical projects. Management of multiple, and concurrent projects in the $200- $1.1M, renovations, upgrades, change-outs and new installations of energy efficient commercial mechanical projects. As the PM I worked extensively and closely with Chevron Energy Solutions, AECOM Energy, and Energy Resources Associates, and independent engineering firms for other commercial projects and production facilities. Working closely with these firms, I developed and established solid working relationships and utilized conflict resolution techniques to address problems, achieve resolution consensus, and resolve issues with engineering solutions and owner satisfaction on all projects. Tasks and projects were completed on time and within budget. Development and execution of reporting mechanism to keep all interested parties informed of project status was maintained throughout project.

Achieved equal results with design build and plan and spec. projects, using creative fabrication, resourceful thinking, maximizing efforts and labor hours to achieve better than desired results and outcomes. Projects/s achieved success and customer satisfaction, leading to additional work opportunities, and repeat business.

Efficiencies achieved through concentrated and planned attention to routine and significant events from day one to ensure a planned and strong project start, and efficient resolution of any issues.

Environments Utilized: MS XP, MS VISTA, MS Project 2007(project schedules), Access (product database), MS Excel 2003 (estimate, costs, project margins) Word 2003 (project memos), Outlook (email correspondence and status reports) Industry Standards and Best Business Practices, Lean Six Sigma.

Grau & Associates Consulting: Program/Project Manager 4/2008-6/2008

Accomplishments:

Independent consulting, business processes, process engineering, estimating and construction support (schedules, submittals, contracts, material research and subcontractor management). A variety of functions geared to meet the customer’s needs to meet their client’s contracts and specifications demand in the management of multiple concurrent projects and timelines. Ensure or to ensure Methods and materials A full service process and construction consultant providing tailored and complete project management services.

Environments: MS XP, MS VISTA, MS Project 2007(project schedules, tasks and progress), Access (product database), MS Excel 2003 (estimates, costs, project margins) Word 2003 (project memos), methodology Industry Standards Business Practices, Lean Six Sigma.

The Alley Group Program/Project Management 1/2008-4/2008

Accomplishments:

Project Manager in charge of tenant improvements for multiple (20) Financial institution branch offices creating a new bank image in the greater Los Angeles, California area.

Planned and coordinated strategy with customer to establish a two-phase, twenty-office (31) approach, to minimize disruption and not inconvenience customers and maintain office functionality.

Where appropriate ensured all material and equipment ordered by owner and subcontractors was received prior to work commencing work to minimize issues, ensure manageable work coordination of all construction/remodeling activities, and keep idle, or downtime to a minimum.

Ensured general construction safety requirements, proper handling of unsafe and abandoned sources of utilities and remodeling transitions. Coordinated with all contractors installations and details in each of the twenty-one sites.

Completed installations timely and as scheduled, resolved minimal punch list items, for equipment not under our control, but under scope, due to location, placement and installation when available and received.

Environments: MS XP, MS VISTA, MS Project 2007(project schedules), Access (product database), MS Excel 2003, Word 2003 (project memos), MS Outlook (project emails, status and communication.

PG&E 10/2006-1/2008

Accomplishments:

As a HYDRO Power Generation Project Analyst, my primary functions to support HYDRO Engineers/Project Manager/s with multiple ongoing civil, electrical and mechanical Capital and maintenance construction projects, upgrades, and repair of existing equipment. With new HYDRO licenses ensure project and any FERC (Federal Energy Regulatory Commission) mandated license related utility obligation projects ranging from $85K to $115 MM, were clearly outlined with studies and documentation, and assisted in the coordination with all the stakeholders.

Produced detailed written documentation describing the project in detail and clarify and to clearly define to and obtain management authorization for budget and yearly expenditures. Additionally produce comprehensive illustrated documentation, previously conducted studies and work phase evaluations to give subcontractors and consultants a visual perspective of the task ahead.

Produced a variety of management and budget reports detailing project time-line, preliminary tasks, internal client impacts, internal support resources required, company resources being requested and possible areas of opportunities for additional resource utilization and work efficiencies and all associated projected and actual costs incurred. Worked diligently with engineers, project managers, subcontractor consultants, area managers to ensure audience was educated, well informed on all pertinent details of the tasks for the project. Assisted with the coordination of project activities, creating, disseminating and updating project schedules with detailed tasks, and additional tasks and activities required to accomplish each phase the project.

Assisted PM and presented and explained project, outlined expanded (as necessary) preliminary tasks, ensured coordination support and updates of activities, reporting as the projects were being executed, and progress. Ensuring tracking and correct assignment of financials by internal business partners and clients to the correct project; served as the primary point of contact for the multiple PG&E groups, and with problem identification, tracking and resolution.

Provided regulatory reporting information to PG&E service area, internal customers and FERC internal regulatory departments. In this role I utilized a variety of internal resources and protocol to conduct these activities. Assimilated PG&E internal framework and matrix organization and culture, and regulated environment and internal software systems. Maintained general ledger project accounting within the SAP environment.

As necessary and when requested supported additional Project Managers and Engineers as analyst staff was reduced, conducted training of new hired analysts, created procedures and established a training curriculum, with the established programs, business protocol, and newly adopted best business practices. My position was being eliminated and the fourteen month contract was not renewed as PG&E HYDRO Power Generation Department was in a state of transition and in a new Labor/Management partnership.

Projects supported were valued from $82K - $65MM. Also worked closely with PG&E IT and programmers to enhance internally developed programs and applications, to increase functionality, and enlarge and cleanup databases, to warehouse pertinent project information. Worked with MS Share-point software extensively to develop internal record keeping processes and not rely on systems that were being upgraded and contained stale/inaccurate data, along with a host of MS programs for daily work activities.

Environments: SAP R3 enterprise(BW), MS XP, MS Project 2007 (stand alone and server ), SQL Server 2003/2007, Access, MS Excel 2003, Word 2003, MS Share-Point, Power-Point, Visio, Lean Six-Sigma.

San Jose Unified School District 5/2006-10/2006

Project manager working with their Bond Measure MM, managing program for multiple renovations and upgrades to San Jose schools with City Bond money.

Closely tracked and utilized a variety of MS Software to produce management reports in conjunction with subcontractors for the various projects and modernizations to life-safety, HVAC, network systems and makeover remodel and also Prolog to track installed products, components and equipment. In this program my role varied, but also consisted of keeping the subcontractors abreast of schedule, to ensure sequence of tasks and work to achieve efficiency and project completion goal from beginning to end. I keep the SJUSD budget within the guidelines tracking all expenditures changes and potential areas for opportunity to increase results. Projects completed with brief outstanding issues or punch list to address. SJUSD was given complete accounting of each of the school’s projects, all within the budget parameters given and all tasks were addressed to the satisfaction of the client - SJUSD. Each of the three schools had renovations phases between $250K to $3 million resulting from $50 MM BOND measure.

Environments: MS VISTA, MS XP, MS Excel 2000, MS Word 2000, MS Project 2000, Prolog, People soft Financials. Lean Six-Sigma methodology.

Zovich Construction G.C., Project Manager (K-12 Construction) 1/2005-12/2005

Worked as PM in the demolition and new construction of Schools and other smaller projects.

Demolition and new schools project in the Santa Cruz Mountains, for a pre Loma Prieta Earthquake school. Worked exclusively with design engineers, owner’s representatives, and crew on various daily details as necessary construction activities as job progressed. Strict adherence to OSHPD procedures and California Construction Codes planned and followed on each of the materials and methods used to install. Project organization and ensuring certifications and submittals of the required materials and documentation for the Operations and Maintenance manuals.

Management and bookkeeping of the expenditures for Bond measure used for school construction with a cost of $6.3 MM. .

Environments: MS Word 2000, MS Excel 2000, MS Project 2000, MS Outlook 2000

SCOTT COMPANY OF CALIFORNIA Mechanical Contractors 3/2000- 1/2005

Project Manager/Project Accountant, Q.C./Q.A., Contract Mgmt., Loss Prevention/Expense Control, Environmental Compliance,

Project Mgmt responsibilities for numerous commercial projects. MEP/Coordination of trades/activities As-built-Drawings), Certifications, and payroll (for commercial multiple projects). Re-engineer estimating process and create correlation of expense reporting to estimating programs, weekly tracking of expenses to projected estimate. Optimization of opportunities to minimize costs. Procurement and purchasing equipment, materials and all specialties. Additionally I learned and assisted the Industrial department with project estimates.

Projects:

Facility 200K Sq. Ft., two (2) story bldg., raised floors. Role: Proj. Mgr. (NEW Construction). $3.5 MM

1M Sq. Ft. Five (5) story sterile product fab. bldg. Project Mgr. (NEW Construction). $20 MM HVAC/ $9 MM Piping

Data Center 150K Sq. Ft. (one story ) raised floor facility (RETROFIT) . Proj. Mgr/Estimator $6 MM

Serum Production Facility, five story automated freezer Proj. Mgr./Estimator (NEW CONSTRUCTION) $8 MM HVAC/ $6 MM Piping

Hospital Cogeneration Facility new construction and upgrades 100K Sq Ft, Mech Proj. Mgr./Proj./Estimator UPGRADE & REMODEL $3.5 MM 400

Eleven (11) story bldg with office and retail spaces, 5 levels underground. Proj. Mgr. (NEW Construction). $8 MM HVAC / $2.5 MM Piping

Hospital, (NEW Construction). $10 MM HVAC/ $4.5 MM Piping

Company (Headquarters) (five (5) story bldg. 200K sq ft) Proj. Mgr. demolition and construct. $6.5 MM (combined HVAC/Piping) - T. & M.). Worked with the industrial dept. estimating refinery work (Martinez).

Environments: MS 2000, MS Word 98, MS Excel 97, MS Project 98, MS Outlook 98, Estimation

6/1999 – 4/2000 Construction Technology Certificate Program, Healds College, Martinez, California – Construction Project Management and Estimating, Bldg. Codes and Contracts. 6/1999- 3/2000

From June 1997 June 1999 contractor/consultant with Fiserv Solutions a financial Business solutions a company designed to meet the smaller financial clients processing needs. My role was to improve customer satisfaction, convert three systems into one and upgrade system to process financial transactions and meet regulatory requirements.

January 1997 – June 1997 Remodeling newly purchased home.

From January 1974 – January 1997 Worked I as a Project Manager and Group Operations Manager for a large Financial Institution. In the twenty-three year career ending with Payment Systems Project Management in San Francisco, California, I led projects, upgrades and new software installations of new applications and system operating systems and sever housed applications. I also managed operations and technical environments and responsible for a variety of national IT and Data Processing projects to adapt conversion and translation programs to extract data from non platform systems. Additionally I was an owner’s representative in the design planning and construction and renovation and T.I. work for data centers, call centers, banking office centers.

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