CONTINUED …

MARK A.HAUPT

**** ****** *** ****** **. Gastonia, NC 28056 704-***-**** adi5sb@r.postjobfree.com PROFESSIONAL SUMMARY

LEADERSHIP COMMUNICATION STRATEGY

Experienced Operations Management Professional with a proven record of success in strategic planning and quality assurance. Project Manager with strong estimation skills, ensuring deadlines and project budgets are properly forecasted and consistently met. People Manager with natural leadership abilities enabling team members to be effectively trained, morale to remain high and diverse personalities to focus on a singular goal. Client Manager committed to maintaining exceptional customer satisfaction by managing expectations, engaging throughout projects and building lasting relationships. AREAS OF EXPERTISE

Construction Management

Operations Management

Cost Control Programs

Strategic Planning

Quality Assurance

OSHA Compliance

Employee Management

Safety Management

Business Process

Streamlining

Improvement Initiatives

Team Building & Development

Client Relations

Inventory Management

Scheduling & Budgeting

PROFESSIONAL EXPERIENCE

STONEMASTER, INC – CONCORD, NC 2014 – PRESENT

DIRECTOR OF OPERATIONS

• Schedule daily stone installation for all residential and commercial projects.

• Procured and scheduled all materials and equipment to construction site.

• Developed internal procedures for stone masons to adhere to mvma guidelines

• Reviewed and analized production yields on stone installations, deviations from standards.

• Researched and hired sub-contractors for all stone installation work.

• Approved all accounts payable invoices, weekly installation invoicing

• Interfaced with general contractors / owners on weekly basis. reviewed Primavara schedules

• Trained and certified installers on forklift training, scaffolding, man lifts. BURTIS CONSTRUCTION CORPORATION – YONKERS, NY 2005 - 13 SUPERINTENDENT

Directed the demolition and construction of 20 bridges in Westchester County, NY.

Developed schedules, allocated resources, and conducted cost analyses for all projects.

Spearheaded project management activities from inception through completion and ensured completion within allotted time frames and budgetary constraints.

Initiated material purchases, approved requisition requests, and evaluated samples/submittals for approval.

Cultivated professional relationships with NYSDOT and NYSDEP regulatory agencies to ensure safety regulations were met.

Reduced material purchases through on-time scheduling and realized $95,000 in savings.

Sub-contracted work to approved DEP firms, which saved $80,000 per contract.

Supervised the largest crack sealing contract ever awarded by NYSDOT

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M A R K A. H A U P T P A G E 2

REALIFE LAND IMPROVEMENT – PATTERSON, NY 2003 - 05 OPERATION MANAGER – LANDSCAPE DIVISION

Managed financial and accounting functions associated with accounts receivable, accounts payable, and P&L management.

Supervised and trained 50 employees across 6 job sites successfully.

Worked with commercial, residential, and government clients on a daily basis.

Handled contract management functions involving the DOT/DEP (NYS).

Performed contractual review and prepared cost analyses utilizing sound business acumen.

Executed project management, contractual estimating, and purchasing/procurement functions for each job site.

Pioneered the launch of the landscape maintenance division for commercial applications. CYBERLAB – DANBURY, CT 1999 - 2003

MANUFACTURING MANAGER

Managed all aspects of manufacturing operations within a multimillion-dollar corporation.

Maintained sole accountability for financial management, accounting, and P&L management initiatives.

Participated in operations management, procurement, and quality testing activities.

Introduced process controls for each manufacturing operation, which reduced secondary and tertiary processes.

Instituted sub-contractor component procurement and produced cost savings of $75,000 per year.

Augmented the existing product lines to lower duplicity of parts while streamlining operations, which reduced labor by 25% and produced savings of $125,000 annually.

Established definitive timelines for each production build and reduced labor costs on finished goods by 15%.

JAMES BURN INTERNATIONAL – POUGHKEEPSIE, NY 1996 - 99 PLANT MANAGER – DIVISION OF STANDEX INTERNATIONAL, A FORTUNE 500 COMPANY

Directed all operational matters within the plant, which included manufacturing management, plant management, purchasing, production planning, quality assurance and human resources.

Managed a $5 million annual operating budget and supervised 9 manufacturing departments within the organization.

Selected as a key member of the corporate Executive Committee responsible for improving profitability and increasing efficiency.

Played a key role in reducing customer returns while improving customer satisfaction.

Spearheaded the introduction of quality programs for incoming and outgoing inspections following ANSI specifications.

Led efforts to increase employee retention levels.

Implemented Management by Objectives philosophy and initiated the in-house operator training/certification program.

Introduced the MRP scheduling system, which decreased indirect labor costs and facilitated JIT inventory.

EDUCATION

B.A., BUSINESS ADMINISTRATION IN MANAGEMENT

Iona College, New Rochelle, NY

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