PHILLIP ROBERTSON

615-***-****

adzunn@r.postjobfree.com

POWER MANAGEMENT CORPORATION, NASHVILLE, TN MAY 2019 - JUNE 2020

SENIOR DIRECTOR, PROJECT MANAGEMENT

Managed internal and external projects and supported large global clients. Accountable for creating work intake processes, website revitalization, and client services engagement for internal company operations.

Project Management for U.S. and Global Clients

•Created PM checklist for 22 locations globally

•Developed MOP’s and SOP’s for clients to reduce risk

•Supported clients in emergency break/fix activities

•Led Change Management activities

KEY ACHIEVEMENTS

•Implemented Critical Systems Maintenance Plan for global client

•Developed organizational structure to implement cross-functional leadership

NISSAN NORTH AMERICA, FRANKLIN, TN APRIL 2012 - MAY 2019

SENIOR MANAGER, FACILITIES AND OPERATIONS

Served 65 locations across North America consisting of corporate headquarters, regional sales offices, parts distribution centers, call centers, engineering, and test track facilities. Involved with Global FM sharing to use model in US as the benchmark across Asia Pacific.

FM Management for US and Canada

•Essential Central Services of maintenance, cleaning, space management, security, waste disposal

•Procurement, contract management, catering, vending

•Health and safety, change leadership, cross functional acceptance

•Utilities and critical systems infrastructure

Project Management for US and Canada

•Scope definition and implementation

•Budget and schedules developed with cost and time estimation

•Team leadership

•Progress monitored and reported

KEY ACHIEVEMENTS

•Designed new build-outs which saved $1.2M annually: 350-person call center, six regional sales offices, Parts Distribution Center, New York City global executive office

•Refreshed Canada headquarters and Dallas call center with new strategy avoiding relocation to save $800k

•Implemented new standards related to all FF&E across North America to created efficiencies, increased buying power, and discarded warehouse storage to save $100k

•Upgraded and managed Critical Systems across enterprise by implementing new standards to prevent outages and downtime and reduced Nissan risk

•Re-aligned entire Corporate Services Operations and outsourced non-strategic positions

•Partnered with Nissan Mexico to develop outsource model and build new corporate headquarters

•Managed and led change to ensure minimum disruption to core activities

PHILLIP ROBERTSON PAGE 2

ASURION, NASHVILLE, TN AUGUST 2003 - APRIL 2012

SENIOR MANAGER, ENTERPRISE REAL ESTATE AND FACILITIES SERVICES

Interfaced with all lines of business and top-level management to establish an integrated, process-driven approach to control corporate costs and enhance market share while mitigating potential risks. Led team-focused real estate, strategic planning, process engineering, property and facility management, operations, information technology, internal customer relations, budgeting, and workflow analysis.

Real Estate, Strategic Planning, and Process Engineering

•Represented key facets of lease negotiations with ERE, legal, investors, regulatory compliance, technical, and corporate guidelines across North America

•Evaluated ERE and FSM performance and forecasted future trends of impact to the current business model

•Liaison between internal Asurion leaders, business partners, investors, external real estate, and facilities management parties

•Provided direction and leadership on ERE capital, leases, expansion strategies, and growth initiatives

•Created and executed facility migration plans with short-term and long-range space planning, capital construction projects, and logistics for corporate events

Facilities, Operations, Critical Systems, and Internal Customer Relations

•Identified and reduced costs to improve efficiencies for capital and operational expenses

•Developed and maintained vendor relations and contractual agreements

•Established and managed a team of Senior Managers and support staff

•Managed property vendors for all locations to enhance security, HVAC, mechanical, landscaping, and preventative maintenance programs

•Monitored all capital projects with oversight of consultants, contractors, permit agencies, vendor estimates, scheduling, cost control, and reporting

KEY ACHIEVEMENTS

•Reduced costs and eliminated inefficiency by reduction of $1.3M annual headquarters lease costs, exited 80K sq. ft. of under-utilized space, reduced annual facilities costs by $1M

•Achieved top tier industry performance for occupancy in cost/sq. ft., sq. ft./seat, utilization and FTE/seating

•Initiated process-oriented metric driven approach to FSM strategic initiatives

•Implemented Facility Management System to drive all maintenance requests, space utilization, and MAC to integrate with HR management systems

•Successful completion of major construction projects consisting of six call centers, two logistic centers, two corporate headquarters on schedule and under budget

•Reduced vendor spending by 15% with renegotiation and streamlined processes

•Evaluated and procured sustainable lighting system to enhance workplace productivity

EAST TENNESSEE STATE UNIVERSITY

B.S. MANUFACTURING ENGINEERING TECHNOLOGY

Ongoing Training

•Cornet Global Member

•IFMA Participant

•Seminars, training, and conferences

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