Robert Drengacz

***** ****** **

Union Il, *****

815-***-****

SUMMARY

Over 20 years of progressive growth in construction and preservation management. Through effective leadership, have developed teams and systems that have proven successful in increasing market share and revenue.

Produced industry leading results in each of the following:

Customer satisfaction

Referral sales

Production time reduction

Customer service reduction

Deficiency reduction

Variance cost reduction

Team member training and coaching, satisfaction and retention

Six Sigma Trained, GE Green Belt Training, OSHA Certified, Dale Carnegie Training

Master Carpenter prior to Construction Management Experience

EMPLOYMENT

2013-Current: Operations Manager; Platinum Touch Industries

Responsible for all operations and P&L for a building, insurance restoration and preservation contractor.

Grown company while lowering deficiencies per service from an average of 26 per service to less than 3.

Raised profitability from 5% to 25% and increased production of all team members through coaching, training, tracking, identifying and creating procedures for tasks and services delivered.

Started a building and remodeling division as well as a sub contractor base and training program to assist in company growth.

Company has grown from $750,000 to $9.5 million per year under my tenure.

2009 to 2013: Supervisor of Field Quality Control; Safeguard Properties

As a leader of the Vendor Management team, I lead a team of 25 remote Field Quality Control Reps.

Evaluate and track subcontractors on services delivered vs. client expectations. Meet with clients to define expectation.

Develop and improve subcontractor performance to increase their efficiency, accountability and services in the Property Preservation and REO and remodeling industries throughout the country.

Through proper leadership, training and accountability, our team raised markets to industry leading levels, while meeting or exceeding client and investor expectation.

2006 to 2008: West Field Consultant; Epcon Communities

Responsible to mentor and grow divisions through proper development of practices and procedure.

Analyze current state of operation and develop game plan to improve efficiency, profitability, customer satisfaction and market share, as well as basic day to day procedure.

Break down specific issues or practices that may be creating an issue and facilitate a solve, being documents, procedure or routines.

Monitor, track and manage compliance items and issues.

2004-2006: Residential Division Manager; Precision Homes

Hired by consultants to establish systematic growth of the home building division of the company.

Developed new product line developed to capture more market share.

Policy and procedure development and implementation. Daily building responsibilities and leading building team.

Installed purchasing and construction practices that decreased building time by 30%, costs by 25% and budgeting within 1% variance, while increasing home sales and closings.

Decreased Customer Care completion time as well as construction defects and service items.

2004: Construction Services Manager; Centex Homes

Management of Operations including Purchasing, Estimating and Production for division closing 1200 custom and production type homes per year.

Hired to break down division, reorganize and implement policy and procedure, accurately budget and schedule construction and other operational duties.

Left company after short tenure due to non-negotiable transfer.

2002-2004: Director of Operations; Tradition Homes.

Recruited to start up semi-custom home building operation.

Managed the construction, customer service, purchasing, estimating and design of high end semi-custom single family homes.

Responsible to budget all construction and ensure as to no variance costs.

Maintain high levels of quality in construction practices through hands on and recruiting and training of team members, and trade partners.

Develop and maintain high levels of customer satisfaction, through quality construction, competitive pricing and quick completion of customer service work and building procedure. Left company due to a company buy out.

2000-2002: Director of Construction; Brookstone Homes

Hired as Regional Construction Manager to correct and manage construction, customer service, and land development field operations.

Promoted to Director after 7 months due to increased efficiencies in team effectiveness. Was also given responsibilities of purchasing and estimating, to correct issues.

Cut building times from 189 day average, to 96 day average

Decreased orientation walk-through items from 68 to 15 on average

Reduced customer service items from 35 to 7 on average, per request

Reduced number of customers in service over 14 days, from 169 to 15

Removed conflict and false barriers between departments, with one common goal of satisfied customers

Reduced variance cost and management errors by almost 75.

Developed trade partnering program

Ensured all homes closed in accordance to the business plan, all customer care issues were resolved in a timely fashion, and that there was a bank of home sites to sell, while maintaining budgets and variance costs.

Building custom homes in 13 communities, closing 280 per year.

Left Brookstone Homes due to Company buy out

1996-2000: Division Production Manager; Neumann Homes

Recruited to be part of a new regime, to correct field issues. Hired as trim superintendent, and promoted to Project Manager within 9 months. Given opportunity to start construction and customer service department for new North Division. Some accomplishments include:

Had year round building time average of 85 days

Averaged under 10 items on orientation walk-through

Averaged under 6 items on all service requests

Averaged 96% customer satisfaction, ensuring recommendation to friends

Averaged 4 days for any customer to complete service request

Maintained budgets and variance costs

Recruited all new team members and trade partners, and was responsible for their training and orientation

Building single family and multi family homes in 5 master planned communities, and closing at a pace of 1000 homes per year

Winner of the NHQ award, and America's Best Builder Award

Special Training:

Six Sigma

GE Green Belt

Dale Carnegie

Special Accomplishments:

Speaker, 2 years (2006 and 2007) for national building convention; Providing separate sessions on construction scheduling, customer service and contracting/purchasing.

Speaker, 3 years (2011, 2012, 2013) for national property preservation conventions. Providing separate sessions on property conveyance, time frame completion and quality control

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