Project Manager

Timothy M. Krauss, PMP

***** ****** #*** ******, ******** 48187 346-***-**** ******.*******@*****.***

Vice President and Project Teams Leader

Business Development & Revenue Growth Environmental Remediation Project Leadership

Accomplished and motivated Vice President and Project Director offering extensive experience leading industrial, commercial, and environmental remediation engagements for Fortune 500 corporations, municipalities, and government agencies.

Well versed in the execution of contracts, resource procurement and scheduling, and contractor delegation functions for high-value construction and remediation projects, with annual construction budgets in the millions of dollars.

Demonstrated ability to ensure contractor compliance with all scheduled project milestones and scope of work; maintains continuous communication with clients to advise of project progress and ensure perfect alignment with customer expectations.

Actively pursuing a role with a world-class employer where visionary leadership, tactical planning, and proven success in delivering results and generating revenue via business development will be held at a premium.

Leadership and Executive Management Qualities

Effective Construction Project Management

Intelligent Project Resource Allocation

Establishing Project Scope

Leading Contract Negotiations

Industrial, Municipal/State/Federal, Environmental Projects

Water/Wastewater Projects

Risk Assessment and Mitigation

Business Development & Revenue Growth

Customer Relationship Management

HAZMAT and Regulatory Compliance Issues

Managing Project Personnel

Developing and Administering Budgets

Launching New Operating Divisions

P

rofessional History

Rice Environmental, Inc. / DE Rice Construction, Amarillo, Texas

2010 to Present: Vice President of Operations & Project Delivery

Fulfill key role driving revenue and operations at this leading $100MM environmental remediation and technology development firm focused on solving environmental issues for a diverse roster of enterprise clients that include the nation’s top design engineering firms. Exercise authority over daily responsibilities that include project management, field management, sales, and estimating.

–Delivered consistent gains in revenue through the acquisition of key projects, anchored by wins that include a remediation project in Philadelphia for major petroleum company as well as a project for a global pharmaceutical client in New Jersey.

–Cultivate strong contacts with prospective clients while strengthening existing account relationships.

–Built a compelling online presence from the ground up, transforming a two-sentence website into an impressive portfolio of project examples, marketing collateral, and online sales materials; assumed a lead role in all content development and branding efforts.

–Envisioned, developed, and deployed an innovative and effective strategy to secure environmental remediation projects, engaging in extensive market and industry research to identify and target engineering firms and other key stakeholders.

–Introduced a formal framework of training and certification opportunities to improve the professional qualifications and credentials of all field staff members.

Timothy M. Krauss, PMP

39500 Warren #365 Canton, MI. 48187 346-***-**** ******.*******@*****.***

The Haskell Company, Jacksonville, Florida

2005 to 2009: Associate Division Manager and Director of Construction

Met the challenge of supervising professionals and field staff in the negotiation and management of wastewater projects for this LEED accredited design-build firm, with a focus on the rehabilitation and expansion of water/wastewater plants in Florida. Exercised accountability for an annual operating budget of $1.2MM while managing multiple concurrent projects with a staff of 25 engineers and 250 field staff.

–Landed lucrative, high-profile projects that amounted to over $60MM of new project work within 2.5 years; delivered the second highest profit margin across all divisions.

–Established strong business relationships with design engineering firms, building and maintaining a book of business comprised of 25 accounts.

–Successfully developed and signed agreements with the Department of Environmental Protection and federal funding agencies, with one standalone change order valued at $7MM.

–Tracked all inventory purchased with loan and grant funds, with additional authority over client purchases ranging from $250K to $1MM.

Westra Construction Corporation, Palmetto, Florida

2001 to 2005: Regional Program Manager & Senior Projects Manager

Exercised decisive leadership over all aspects of project and program management for this $75MM water/wastewater treatment plant and utility contractor, with accountability for bidding, estimation, project team leadership, and other core functions. Engaged in staffing, equipment allocation, logistics, contract management, and P&L management.

–Assumed a lead role in revenue generation, delivering 70% of overall corporate revenue while managing multiple projects; achieved all project milestones and deliverables on-time and within budget and client expectations, overseeing project managers, senior construction managers, field staff, and other personnel.

–Forged relationships of trust and confidence with clients, leading to repeat business and increased profits.

–Boosted change order revenue to encompass 7% of annual income through the identification of work that was outside of the scope of the original project specification.

–Improved cost tracking through the creation of project tracking tools that included cost reports, project management reports, monthly project progress reports, and QA/QC programs.

Williams Environmental Services, Inc., Stone Mountain Georgia

1999 to 2001: Director of Operations, Construction Division

Recruited with a mandate to develop and lead the construction division of this $300MM leader in environmental remediation services. Directly managed all strategic planning, risk analysis, proposal development, cost estimates, and contract negotiations, followed by field construction project management for all engagements.

–Coordinated and led in-depth cost analysis of all new contracts; successfully renegotiated two $10MM DOE agreements to secure more favorable terms, resulting in $600K total savings for the company.

–Led the development of an award-winning BOA/CSA proposal; later awarded an $800MM DOE contract for in-situ uranium stabilization at the Savannah River/Westinghouse site.

Timothy M. Krauss, PMP

39500 Warren #365 Canton, MI. 48187 346-***-**** ******.*******@*****.***

Foster Wheeler Environmental Corporation, Norcross, Georgia

1997 to 1999: Area Manager and Southeast Regional Senior Projects Manager

Directed the daily activities of multiple concurrent construction projects for this leading environmental consulting, engineering and remediation firm. Administered existing contracts with a focus on ensuring profitable execution and timely resolution. Collaborated extensively with project managers and operations staff to organize and delegate project logistics and ensure compliance with timelines, budgets, environmental and safety regulations, quality assurance issues and customer requirements.

–Assumed a leadership position in multiple high-profile projects, including the construction of a contaminated soil vault for Stoller Chemical, a landfill closure project in Fort Benning, and the creation of a BOA/CSA proposal for an $800MM Savannah River Site/Westinghouse DOE project.

–Influenced strategic planning, the identification of target markets, business development initiatives, and planning, staffing, and budgeting issues.

–Worked with proposal teams to assess the constructability, risk analysis, staffing requirements, and potential contract problem areas of RFPs.

Handex Environmental, Wixom, Michigan

1995 to 1997: Vice President of Construction

Pioneered the launch of the construction services and contracting department of this engineering firm and provider of soil and groundwater remediation services. Led assessments of all capital and staffing requirements prior to debuting operations with full P&L responsibility.

–Served an integral role in the identification of issues affecting two existing projects prior to execution, leading negotiations that saved the company $500K.

–Collaborated with regional operations managers to create project-specific strategies that maximized profitability while maintaining compliance with all contract terms.

–Secured projects for the installation of landfills owned or operated by private and municipal entities.

Early Career

Senior Construction Manager, Millgard Environmental, Livonia, MI

Recognized with the prestigious NOVA award for excellence and innovation.

Education & Professional Certifications

BS-Construction Management – Wayne State University

AS-Business Administration – Schoolcraft College

Supervisory Training Institute – University of Louisville

Professional Training and Certification

ISO 14000-Foster Wheeler

Certified Project Management Professional (PMP) Foster Wheeler

Hazardous Materials Training, Annual Update and Certification

Drilling Contractors License, #0555-State of MI

Mine Safety and Health Administration (U.S. Department of Labor) 30 CFR

Professional Affiliations

Associated General Contractors (AGC)

Deep Foundation Institute (DFI)

American Concrete Institute (ACI)

Associated Drill Shaft Constructors (ADSC)

National & Michigan Driller’s Association

Operating Engineers, Michigan

Water Environment Federation and American Water Works Association

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