Manager Project

M. George Puziak BSCE, PMP, OE

**** ***** *** ***** ********* 303-***-****

LAS VEGAS, NEVADA 89123 bj4bwv@r.postjobfree.com

SUMMARY

Results and Gross Margin oriented leader with over 20 years’ international experience in Project Management in planning, construction and Project Controls. Finds and implements initiatives that add to the bottom line. Believes that the key to customer satisfaction is controlled performance by trained, motivated and empowered employees and that EVMS is the foundation of Project Controls. Management style is based on mentoring, training and personal example.

Below is an executive summary of where and how I can contribute to your projects:

Where How

Planning Develop short and long term scopes, schedules, budgets, execution plans of major capital projects

Clients Liaison, presentations, satisfaction monitoring, cooperation

Senior Management Reports, presentations, meetings

Supervision Mentoring, coaching and supervision of employees & subcontractors

Oversight WBS, schedules, budgets, costs, risk management, safety, IT mods

EVMS Variance/risk analysis, corrective action planning & execution

Quality

Best practices, continuous process & software improvement, individual accountability, documentation

Site travel As necessary, local and international

PROFESSIONAL EXPERIENCE

Principal Oct. 2010 – Current

DAVAI INTERNATIONAL, INC., Las Vegas, Nevada

Relocating company to Nevada to take advantage of anticipated surge in renewable energy (wind and solar) infrastructure construction. Developing contacts and preparing Scheduling and Estimating proposals to companies planning wind and solar farms in the Mojave Desert area of Nevada and California.using Primavera, MS Project and other MS software. Pursued business development through activity in ASCE, NSPE, AACE and PMI. Served as PMI’s VP of Public Relations and website developer.

Program Controls Manager Jan – Jul. 2010

Energy Solutions, Moab, Utah, UMTRA project to move 16 million cu. yds. radioactive tailings from the banks of the Colorado River 31 miles inland.

Recruited to complete US Department of Energy’s Earned Value Management System certification. Reorganized the Project Controls Department; doubled the number of Project Controls Engineers; moved basic Project Controls functions into the field by detailing field PCEs to support eight Project Managers; introduced efficient metrics measurement systems; reduced monthly Progress Reporting meetings from 2 days to day and the monthly reporting cycle by 13%. Supervised COBRA modifications. Established professional education programs for all Project Managers, Project Controls Engineers and some client personnel. Left when DOE cancelled need for position.

Global Manager of Project Controls Oct. 2008-Apr. 2009

CH2M HILL, Electronics & Applied Technology, Portland, OR

Design, Construction and Management of technical fabrication plants

Definition and expansion Project Controls function including first Charter, Work Plan and EVMS; supervision of 40+ Planner/Schedulers and Cost Engineers on 100+ projects in US, Europe, Singapore and China; business development support using Cobra, MS Project, Primavera, Oracle, Excel and other software; short and long range planning; systems efficiency, cost and profitability analysis; preparation of Project Controls and Program Management sections of proposals on projects up to $1 billion, including one in the United Arab Emirates Nuclear Energy Corporation for 8 nuclear power plants; this included a detailed plan for planning/scheduling, cost control and EVMS. Left during downsizing in Recession.

Sr. Project Manager, field Jan. 2008-May 2008

BARNHART CRANE & RIGGING, Memphis, TN

Erection of Wind Turbine Generators

Completed General Electric’s advanced course in assembly, erection and commissioning of Wind Turbine Generators at the Schenectady, NY, facilities

Providing field Project Management services on construction of 172 1.5 Mw Wind Turbine Generators, including planning, scheduling, contracting, scope/schedule/cost control, administration and personnel management services. Supervised Procurement, Safety, Materials Control, Project Controls and Progress Reporting, using Primavera, MS Project, Excel and other software. Introduced Excel use in tracking materials delivery. Developed and supervised component delivery/erection progress tracking and reporting systems.The achieved objective was to supplement extensive my Project Management experience with hands-on field practice during the critical initial mobilization/construction/commissioning phases of wind farm construction. Left when the next expected project was not won.

Principal Feb. 2007 – Jan. 2008/May-Sep. 2008

DAVAI INTERNATIONAL, INC., Denver, CO Consultant in Organizational and Program Management Maturity Model (OPM3) Issues.

Provided Scheduling and Estimating support in proposal preparation for Government contracts in Hydrogen Fuel Cell construction in Hawaii and Washington State.

Developed a CPM Schedule of FAA’s aircraft certification processes using Primavera, MS Project and other MS software. Initiated an educational course for engineers and contractors in how to find and capture Government contracts.

Denver Branch Manager Mar. 2005 - Jan 2007

ALUTIIQ, LLC Denver, CO Alaska EPC contractor.

Founding manager of Denver branch; hired and mentored 25+ member office and field staff; established branch PMO employing Primavera, MS Project, Excel and an EVMS. Developed proposals, negotiated and completed 22 EPC contracts valued at $179 million (largest was $114 million) in 22 months.

Country Manager Oct. 2003 – Apr. 2004

RAYTHEON TECHNICAL SERVICES CO., Kyiv, Ukraine

CLS-Ukraine project supporting three Cooperative Threat Reduction Program contractors (Bechtel, Washington Group & Raytheon)

Headed a 100+ employee organization; revised existing departments (Finance, Administration, Human Resources, Procurement, IT, Operations and Logistics); added and staffed Contract Administration, Project Controls, Safety and Quality functions; established Program Management Office; worked with the European Bank for Reconstruction and Development and potential partners in support of Raytheon's Business Development (proposals, specifications, estimates) program, including the next Chornobyl project, valued at $768 million.

Deputy Program Manager Apr. 2003 – Apr. 2004

Deconstruction of Strategic Air Bases for Nuclear Infrastructure Elimination project.

Managed three EPC contracts; personally developed Master Project Schedule, EVMS and related Project Management tools.

Management Consultant Feb. 2002 - Feb. 2003

GEORGE S. MAY, INTERNATIONAL, Las Vegas, NV

Business management, operations and profitability consultant

Business management, operations and profitability consultant; mentoring company presidents, owners and other leaders in the installation of efficient management and operations systems and employee incentive programs.

Director of the Program Management Office Dec.2000 - Nov. 2001

INTEGRATED ELECTRICAL SERVICES, Houston, Texas

A $1.7 billion national electrical and communications design, construction, service co.

PARSONS BRINKCKERHOFF NETWORK SERVICES, Denver, CO Dec.’98 May’00

Administrative and Financial Manager, $200 million design project for $2 billion telecom network, Parsons Brinckerhoff Network Services, 16,000 mile national Level 3 Telecommunications Project, headquartered in Denver for with Kiewit, the owner and lead construction subcontractor.

Invited to take over the position when the project ran into financial problems in the area of timely payment to 200+ subs and vendors, and timely and supportable invoicing to the client. At one time there were over a thousand invoices, total value $10 million, aged up to 212 days, unaccounted-for among the 14 area offices. Established the Universal Invoice Log to unify all project offices and allow tracking and expediting of all invoices in the system. By April 1999, the backlog was eliminated and the client’s rejection rate (based on lack of documentation) reduced to less than 2%. In the process, increased the revenue-generating staff of the department by 160%. acted as the Closeout Manager and wrote and edited the Project Final Report.

Administrative Manager Jul.-Dec. 1998

MORRISON-KNUDSEN INTERNATIONAL, INC. – Pavlograd, Ukraine

Nuclear missile disassembly project in the Former Soviet Union.

PRIOR WORK

• Founding President of a fiber-optic “carriers’ carrier” telecommunications system for Kancom, an American/Swiss/Ukrainian joint venture in Kiev, Ukraine, a city of 4 million people. Developed the company from concept to a fully-functioning service organization of 52 people in 25 months.

• Administrative Manager, Defense Special Weapons Agency Project in Ukraine, for Morrison-Knudson Co. (now Washington Group International)

• Regional Finance & Administrative Director for the Ukraine, Moldova & Belarus Region and Project Manager, Lviv Project Office, EPT, a CH2M Hill sponsored project for the US Agency for International Development

• Project Control Manager for three major projects for Morrison-Knudson Co. (now Washington Group International) :

1. $2 Billion Civil Construction portion of the Superconducting Super Collider (57 km tunnel) project near Dallas, Texas.

2. $200 Million Highway Expansion project in south Florida

3. $1.336 Billion construction project in Seattle: floating bridge, tunnel and highway structures

• Sr. Project Manager - Municipal Services, Saudi Arabian Parsons, Ltd., Yanbu Industrial City, Saudi Arabia

Managed the design and construction of the Light Industrial section of Yanbu Industrial City – over $100 million in multiple projects, supervising three Project Managers and a matrixed organization of estimators, schedulers, cost engineers, contract administrators, international design and construction firms and other support entities.

• Project Controls Manager – Superconducting SuperCollider project - Texas. Managed Cost Engineering section; supervised IT development of cost/budget tracking system.

• Survey Manager, Field Engineer and Sr. Cost and Budget Control Engineer on the $1.6 billion BART subway system in San Francisco for Parsons Brinkerhoff/Tudor/Bechtel

• Project Control Manager on the $2 billion MARTA subway system in Atlanta for Parsons Brinkerhoff/Tudor/Bechtel

• Administrative Manager on the construction of one third of the $10 billion Alyeska pipeline across Alaska for a JV of Brown & Root, Kiewit, Williams, Great Plains and Zachary.

EDUCATION AND PROFESSIONAL ASSOCIATIONS

B.S. in Civil Engineering - St. Martin’s University, Olympia, WA and University of Washington, Seattle

Post-graduate study: risk analysis, accounting, business development , etc.

Adjunct Professor of Project Management – University of Denver

Active Member: American Society of Civil Engineers (ASCE)

Project Management Institute (PMI),

Association for Advancement in Cost Engineering (AACE)

National Society of Professional Engineers

Order of the Engineer

Software: MS Office, Primavera, MS Project, MS Office, COBRA, Pertmaster (Risk Management), Dragon II, WebPlus x5, others

Languages: French, Russian, Ukrainian, and others at various levels of proficiency

Hobbies: skiing, tennis, Impressionist art, classical music, international travel and light aircraft/rotorcraft flying, Ukraine, Moldo

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