FRANCES H. GALLAGHER, AIA, PMP

Title: Aviation Program/Project Construction Manager

Not an IT Project Manager

Education: NJ Institute of Technology, Newark, NJ - B Architecture

The Ohio State University, Columbus, OH – Architecture

William Paterson College, Wayne NJ - Chemistry

Graduate Program Lecturer at the University of Colorado, Boulder, CO, Civil Engineering

and Alternative Disputes Resolution Curriculum

Registrations: Licensed Architect: Colorado No. ARC.00202971

New Jersey No. 21AI01898100

Arizona No. 64484

Certifications: Project Management Professional, since 1989

Affiliations: American Institute of Architects, Member

Contact

Information: Email: ad1gtg@r.postjobfree.com Phone: 303-***-**** LinkedIn: linkedin.com/in/fgall320

LinkedIn: Project Management Professional, since 1989

Summary of Experience:

Construction Management / Owner's Representative Services, with over 35 years of experience in Management, Design and Construction industry with expertise in Contract and Claims Management / Construction Administration, Design and Constructability Review; Construction Document Review, Team Leadership, Owner’s Representative, Master Planning / Preparation of bid documents,General Conditions, and General Requirements. Successfully managed complex GC, PM/CM, CMAR and Design-Build programs and projects with compressed schedules, tight budgets, and limited resources. I have led a range of Programs and Projects for Clients in a variety of markets.

Employment History:

WSP, Inc. Salt Lake City, UT - ($4.1 Bil) Nov 2019 – Nov 2020

Aviation Program / Field Manager

Stantec – Houston, TX - ($750 Mil) Nov 2017 – Oct 2019

Senior Aviation Program / Project Manager

Hill International, Inc. - Phoenix, AZ Jan 2017 – Oct 2017

Aviation Project Manager / Seller-Doer

WSP/Parsons Brinckerhoff - Denver, CO ($150 Mil) Sep 2015 – Dec 2016

Principal Aviation Project Manager

Parsons International Limited – Doha, Qatar ($17 Bil) Feb 2012 – Aug 2015

Senior Aviation Architect / Project Manager

LG2 Forensic Engineering, LLC – Arvada, CO Jul 2009 – Jan 2012

Forensic Architect / Business Owner

Reddy & Reddy Architects, Inc – Denver, CO ($1.5 Bil) May 2006 – Jun 2009

Aviation Project Manager / Design Manager / Contract Administrator

Heery International, Inc – Denver, CO ($200 Mil) Nov 2003 – May 2006

K-12 School Bond Program Director

CRSS Constructors / Jacobs Engineering - Denver, CO Mar 1985 – Dec 2002

Aviation Project Manager/ Sr. Project and Program Manager / Design Manager

Aviation Programs and Airport Concessions Projects:

Salt Lake City International Airport. – Aviation Project / Field Manager

Aviation Project/Field Manager, as a member of the Program Management Team, I provided, Design and Construction oversight for the new $485.8Mil North and South Concourses, Gateway, and Terminal complex.

In addition to my Program responsibilities, I have taken over the management of doors, frames, and hardware for the entire facility, in addition to Design review and management, and Construction oversight.

Intercontinental Airport of Houston. – Senior Aviation Program/Project Manager

Senior Aviation Program/Project Manager I provided, Design and Construction oversight of the $730Mil Terminal A Modernization & Baggage Handling Recapitalization; including the Design and Construction Phases for ten (10) New Dining spaces under a single Design/Build contract; Additional responsibilities included managing the Advanced Parking Guidance System in each of five multi-level parking garages at IAH, as well as Wayfinding Signage located in the Terminal A – Concourses and Terminal buildings.

My responsibilities included managing multidiscipline projects, including selecting sub-consultants, subcontractors, coordinating the design team, schedule, and client management. I was responsible for the successful completion of larger and smaller value projects as part of an annual portfolio of projects.

Worked to grow relationships and market share in various areas of expertise, as well as develop new related market areas, initiating / assist with client development and maintenance. I was responsible for planning, coordinating, communicating, and facilitating the activities of several disciplines on projects of varying sizes from concept through completion. I made critical decisions and recommendations that had an important effect on major company projects and programs. I collaborated and coordinated with internal and external clients and provide coordination of project planning, including scoping, budgeting, maintaining schedules, communicating, and managing deadlines. I established and performed critical project objectives. Additionally, Mentoring and providing leadership, guidance, and instruction to less experienced staff members.

Denver International Airport – Regional Jet Facility. Denver, CO

Served as Design and Project Manager for United Airlines $136 million South concourse expansion, in response to United Airlines need for a state-of-the-art boarding facility at the Denver International Airport (DIA) to accommodate smaller jets, as the airline industry was moving toward smaller, more efficient regional jet aircraft. This need prompted the design and construction of the Concourse B Regional Jet Facility which was completed in 2010.

I managed both the design and construction of four new concession’ spaces:

Consisting of 16 gates, of which 13 are equipped with jet bridges designed to handle regional jets, the facility featured seating at every gate, four new concession spaces including: Connections Newsstand, Heidi's Brooklyn Deli, New Belgium Brewing Co., and Starbucks, all of which were new to the airport. Renovations included additional restrooms, and a United Express customer service counter. This design-build project allowed passengers to board smaller jets through loading bridges, eliminating the need to walk out into the elements. The bridges accounted for $37 million of the entire project cost. This improvement allowed DIA to better accommodate its travelers.

Developed the design program and Schematic Design of the North Regional Jet Facility. Establishing the procedures for incorporating changes into the design on an incremental basis, resulting in as-built documents and drawings being complete at the end of the construction.

Managed the design and construction of United Airlines relocation of 4 gates from Concourse A, allowing the airline to consolidate all its operations to Concourse B. I later provided the design management and construction administration of these 4 gates on Concourse A for Frontier Airlines.

Denver International Airport – Concessions Project Development. Denver, CO

Served as Design and Construction Administrator for 36 individual concessions projects located in the Passenger Terminal Building, as well as Concourses A, B, and C. I provided day-to-day interface with my internal designers, concessions clients and their designers, DEN, and external real estate development firms.

Denver International Airport. – Concourses A-West, A-East, and C-East

Principal Aviation Project Manager, I was responsible for developing the RFP’s and PEP’s for the Concourse Expansion projects, project definition of project scopes of work was also required. Participated in the review of preliminary design schemes, and concept drawings. Participated in early Design Reviews at various stages of the projects. Developed Construction Manager at Risk scopes of work, Instructions to Bidders, and Special Contract conditions for the Concourse Expansion Projects.

Hamad International Airport. – Architectural and Transit Projects located in the “Main Terminal, North Node & Concourses D & E” Doha, Qatar

Senior Architect / Project Manager I provided design and project management for the procurement, supply and construction of finishes, fixtures, furnishings, custom millwork and joinery, special equipment, Lounges, First and Business Class Check-in Facilities and Concourse Activity Nodes, located within the Passenger Terminal Building (PTC) Concourses. The work included the appointment of specialty contractors for mock-ups and construction. I carried out enabling works and service connections to ensure that all facilities were fully integrated with the buildings' Core and Shell infrastructure. I facilitated and coordinated utility interfaces with MEP infrastructure, HVAC, fire and life safety systems, and airport and airline special systems.

Design Manager for the Doppel Mayr Cable Car, Indoor Automated People Mover. I completed selection of architectural finishes and reviewed Life Safety Systems, and final testing and inspection for the cable-propelled indoor system with trains moving directly through the terminal building. (Project consisted of two 5-car trains).

As the Client’s Representative, I coordinated the design with the as-planned design, permitting, testing, commissioning, handing over, and construction activities as part of the overall Hamad International Airport - Passenger Terminal Complex, North Node, Airfield, and apron, Concourses, Gates and Remote Gates, Passport Control and Transfer Ticketing.

Oversaw and monitored status, logged, and coordinated Passenger Terminal Complex and North Node Lounges fit-out installations, submittals, substitutions, and other associated construction, QA/QC, and interdisciplinary activities on the project. I also prepared client presentation documents, conducted meetings, and prepared minutes and status reports.

Compiled and drafted RFP Tender Solicitation Documents, Prequalification Documents, RTB advertisements, Tender evaluations, bid analysis, and Contract award recommendations of proposed scope and any variations or Extensions of Time.

Was responsible for monitoring and reporting out on project budget, scope, quality, and schedule performance, and making recommendations to the Client. I was involved in final closeout and Handover of Facilities. She was an integral part of ORAT team processes and procedures for final turnover of the Terminal Concourses and Support facilities at the completion of the program.

Stapleton International Airport – Concourse "E". Denver, CO

Served as a Project Manager for the City and County of Denver’s final concourse at one of nation’s busiest airports. Managing the design and construction of 21 gates in 471,000 SF, including a 4-story Terminal expansion for additional ticketing and baggage areas, 200,000 SY’s of apron paving around the concourse, at a construction cost of over $86 million. On June 1,1987, Northwest Orient Airlines began daily flight operations from Concourse E. With caissons, site utilities and apron paving beginning September 4, 1986, this represented over $40.5 million dollars of construction being placed in nine months or $4.5 million per month, through the winters of 1986 and 1987. The final Terminal expansion and an elevated drive were completed in February 1988.

Under my recommendation, the City implemented project delivery through a Construction Management process, the objective of Concourse E was not only to provide immediate relief to current airport congestion, but also confirm the viability of the CM process, and its selection as a delivery mechanism of Denver’s new multi-billion-dollar airport in the 1990s.

Management Team:

As a result of Concourse E’s performance and success, both objectives were achieved for the City. Our Joint Venture team accomplished a 51% minority participation goal in the managing the project. Total on-site management consisted of a team of 12, six each from both JV partners. Team commitment and tenacity confronted matters such as: site availability to all contractors 24 hours a day, 7 days a week; no disruption of Airport operations, including the Ground Transportation Center; maintaining FAA security requirements, working with a City bureaucratic system that had been in place for decades, and unaccustomed to the CM process, political pressure from a mayoral election of which the project was a focal point.

Planning: The initial design parameters in October 1985 were based on14-gates in 176,000 SF for $27 Mil, constructed over 18-months. Design Development more than doubled the project size, while maintaining the same design time frame, and cut construction duration in half for initial occupancy. With the bankruptcy of Frontier Airlines, apron restoration in the adjoining Concourse D area also expanded the scope of the project, after construction had commenced.

Time: Despite a city contract award process which averaged 60 days from receipt of bid to NTP, 20 contracts were implemented. Airline businesses/tenants occupied the site, requiring an initial relocation and demolition phase, including asbestos removal before positive construction could begin. This dictated peak construction activity to occur in mid-winter months. A strike by US Steel failed to impact the project’s progress of its structural framework, by timely bidding of the contract. Weekly schedule updating was a contractual requirement.

Cost Control - With nearly 800 Change Item Requests distributed over 6 Bid Packages and 20 Prime Contracts, Ms. Gallagher developed Computer-based Program Management Systems that maintained constant, accurate change order cost control.

Quality - As a ‘generic” concourse with finishes such as: terrazzo, stainless steel, custom carpet, and imported tile, a high level of quality was achieved though management of an independent inspection agency.

Procedure/Technique Development - Project needs required the development of an Affirmative Action Program and a computer-based contract responsibility tracking system. Both systems were incorporated into the future Denver International Airports’ procedures & policies that remain in place today.

Financial Performance - Project revenues increased because of a $1.75 million contract amendment for the increased scope of the project.

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