Project Manager Construction

Michael LaRocque

*** ****** **** **********, ** *5601

(412) 287–5865 *****@*******.***

General Manager / Project Manager – Construction Industry

MBA, with excellent blend of leadership talent, business expertise, and large-scale multi-project construction management / general contracting skills. Successful in managing and turning around multimillion-dollar division operations and projects, identifying new opportunities, and improving revenue and margin. Rich success steering government/military construction project lifecycles, mitigating risks, fostering safe environment, rescuing troubled projects, and delivering fast-track projects on schedules. Well versed in creating high performance, collaborative, and engaged teams. Pursuing PE.

–Operations Management

–Change Leadership

–Business Development & Growth

–P&L Management

–Project Planning, Management & Closeout

–Construction Management

–Policies, Procedures, & Standards

–Hiring, Training, & Team Building

–Contract Administration

–Competitive Bidding

–Cost Management

–Customer Relations

Professional Experience

Bellingham Marine Industries, York, PA, 2013 - Present

GENERAL MANAGER / VICE PRESIDENT, 2013 - Present

PROJECT MANAGER / OPERATIONS MANAGER, 2013

PROJECT MANAGER, 2013

Provide strategic leadership and change, identifying new revenue streams and strategies to generate additional business. Led team across manufacturing, construction (subcontractors), sales, and admin functions, and oversee quality control, ensuring compliance with ISO 9001. Manage up to ~14 projects simultaneously, ranging from $100,000 to $7 million. Direct contract administration, including preparing estimates / bids and interpreting drawings. Analyze financial statements and manage divisional operating budget preparation / allocation. Promote organization. Manage and close sales deals. Ensure safe plant operations and high customer satisfaction.

Exceeded all expectations, sparking $8.5 million revenue increase (~400%), from $3.5 million to $12+ million over 2 years. Broke all company manufacturing and sales records and bolstered production 2 to 4 fold, while maintaining staffing levels.

Ventured into general contracting (landside and waterside work) to create new opportunity. Expanded from strictly float production to other precast services that increased inquiries and production, including installation.

Earned awards for highest margin at project close and acknowledged by president for revenue achievements.

Changed dynamics and reputation of the organization and transformed operation from silo environment to team driven, increasing bids won and improving client satisfaction, decision making, communication, and organization.

Revised information flow to staff for improved communication and assisted and supported sales team, including implementing new sales policies and procedures to assist with qualifying and securing new client projects.

Alutiiq, LLC, Fort Lee, VA, 2010 – 2011

PROJECT MANAGER / QUALITY CONTROL MANAGER

Embraced challenging career opportunity within $3.2 billion IT services and construction organization to provide project management and quality control management leadership for Culinary Training Facility and Readiness in Base Services (RIBS) building construction on Fort Lee Army Base. Tapped to revitalize underperforming, behind-schedule project.

Avoided millions of dollars in relocation costs and transitioned military’s Culinary Classroom Facility project from unsatisfactory to satisfactory CCASS status by allotting accurate time to project milestones, partnering with subcontractors on labor volumes and dated project goals, and offering project progression updates to customer.

Received United States Corps of Engineers’ Certificate of Appreciation for outstanding meritorious performance.

Corrected project course to ensure completion, revised schedule to meet new milestones, coordinated subcontractors’ weekly activities to increase productivity and efficiency, established commissioning and project closeout timelines, and managed site staff.

…continued…

Mortenson Construction, VA / RI / CT / DC, 2005 – 2010

Project Manager / Quality Control Manager

Served in dual roles for $3+ billion international construction company, leading projects ranging from $10 to $20 million. Provided review analysis of design build process, served as key customer liaison, and developed and negotiated contracts. Oversaw maintenance, and approved subcontract change orders and pay applications. Prepared monthly accounting forecasts, led team, managed disadvantaged business goals (DBE), directed project closeout activities, and mitigated project issues.

As QC Manager tapped to lead commissioning plan efforts, submittal review and approval activities, RFI submission and tracking initiatives, and subcontractor scope of work development initiatives. Developed and managed project schedule, guided project and subcontractor closeouts, mitigated issues and developed owner change orders.

Deepened project margins by managing 4 projects 100+ miles apart simultaneously, avoiding need for extra staffing.

Recognized by revitalizing and completing 2 projects stagnant for more than 2 years prior to hire.

Earned positive safety reputation for 0 lost time accidents and OSHA violations.

Improved project cash flow by renegotiating schedule of values with government representatives.

Positioned organization for long-term success by cultivating solid relationship with government representatives.

Recovered lost project costs from government by assisting with development of multimillion-dollar claim documenting scope of work excess.

Prevented serious injury to crew members by identifying floor attachment missed by project designer.

Developed and negotiated cost proposals and ensured compliance with federal regulations (FAR, OSHA, and EPA).

Dick Corporation, Fairfax, VA / Pittsburgh, PA, 1999 – 2005

PROJECT MANAGER / PROJECT ENGINEER

Earned promotion after 1 year from project engineer to lead customer liaison for PNC Park construction project within $600 million construction company. Oversaw maintenance, updated schedule (P3), approved subcontract change orders and pay applications, created and negotiated cost proposals, and developed and negotiated contracts. Directed team, resolved project issues, prepared accounting forecasts and pay requests, led submittal approval process,, and tracked monthly disadvantaged business enterprise goals (DBE).

Avoided liquidated damages of up to $1 million per day by completing signage for revenue-generating space, such as concession stands, merchandise venues, kiosks, wayfinding signs, and sponsor advertising throughout PNC Park.

Acknowledged by senior leadership for maintaining project cash flow of $4 million.

Secured $2 million in change orders on $5 million contract.

Created and implemented administrative/documentation procedures for greater efficiency and productivity.

CONTRACTOR/ESTIMATOR; FIELD PROJECT AND DESIGN ENGINEER, Gannett Flemming Engineers & Designers, 1992-1999

Education & Credentials

Education

Master in Business Administration (MBA) / Master in Information Systems (MIS)

Duquesne University; Pittsburgh, PA

Bachelor of Science in Civil Engineering – Minor in Geotec

University of Pittsburgh; Pittsburgh, PA

Certifications

EIT Certification / OSHA – 30 hours Construction Safety and Health Certification; SWPPP; DISC

Professional Development

Primavera P3, P6; Expedition Project Cost Information Management Software (PCIM); Construction Quality Management for Contractors (CQC); Army Corps of Engineers Program (USACE QCS); CPR

Awards

Certificate of Appreciation for Outstanding Meritorious Performance, U.S. Corp of Engineers

Team Project Recognition, Mortenson Construction

Project of the Year Safety Award for PNC Park Foundation Package, Dick Corporation

Recognition for Fundraising for Roberto Clemente Foundation, Dick Corporation

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