Sr Project Mgr, 16 Yrs Exp, OSHPD, DSA, K-12

PERSONAL DATA

FULL NAME: Roland Richard Wong

HOME ADDRESS: Lake Forest, California 92630

TELEPHONE:

(Cell): 323-***-****

(Home): 323-***-****

E-mail: ************@*****.***

EDUCATIONAL BACKGROUND

California State University, Fresno; Fresno, California

BS, Construction Management, Civil Engineering Department – 1993

BUSINESS EXPERIENCE

Bovis Lend Lease

800 West 6th Street, Suite #1250

Los Angeles, CA 90017

February 2008 to Present

Senior Project Manager

The Strand Hotel - Huntington Beach, CA

(Bovis Lend Lease)

With a budget of $80,000,000.00, the Strand Hotel is a combination hospitality, retail, and office complex in downtown Huntington Beach. It consists of four buildings total. There are three free standing buildings whose purpose is retail, and offices on the upper levels. The main building is the Hotel, in which all buildings are on a podium platform where there are two underground parking levels, at approximately 450 total spaces. The Hotel, with retail below it on the ground level, starts at Level 2 and continues to Level 4. The Hotel, having a "boutique" style motif, contains high end finishes such as custom carpets, custom millwork, imported stonework, tile and terrazzo finishes in it. It contains a full commercial kitchen, a bar, and a restaurant.

This writer is responsible for scoping bulletin drawings for all interior (core) trades, developing bid packages with bid scopes, and performing post bid interviews to create complete and comprehensive bid tabulation sheets to ensure all scopes are included. This writer would then assemble contracts, and follow-up on bonds and insurances. Other tasks include day to day interface with the Superintendent to spearhead critical architectural/MEP RFIs and submittals with the A/E Team. Change Order reviews consisted of first determining merit, then scope, and costs of material and labor. This writer also supervised a staff of Asst Project Managers, and Project Engineers. Other responsibilities include holding staff and chairing Owner/Architect meetings.

Heery International

6420 Wilshire Blvd

Los Angeles, CA 90048

June 2006 to February 2008

PROJECT MANAGER

Los Angeles, CA

UCLA – OLIVE VIEW MEDICAL CENTER

(Heery International)

For the LA County Department of Public Works UCLA Olive View Medical Center Emergency Services Expansion and Acute Care Addition, responsibilities include preconstruction document review for constructability, developing a negotiated contracted project delivery method for Los Angeles County Public Works in conjunction with Public Works’ Contracts Attorney, and active monitoring of QA/QC review meetings of construction documents including addenda progress with OSHPD. Other tasks include working with the Olive View User Groups to coordinate key medical equipment purchases, such as radiology and CT equipment for integration into the construction documents, and updating Hospital Administration Officers of progress, informing them of potential construction impacts to daily operations, and developing a phasing plan to minimize those impacts. Other duties include updating the budget to adjust for work scope changes including market escalation and updating the master construction schedule. The project’s expected total cost is $40 Million and the building size is approximately 44,000 square feet.

Jacobs Engineering Group Incorporated

5757 Plaza Drive, Suite 100

Cypress, CA 90630

August 2004 to June 2006

PROJECT MANAGER

Reports to Issam Khalaf and Rich McMahon, two separate Jacobs’ Southern California Region’s MOPs (Manager of Projects). Now charged with “big picture” project management responsibility, which includes managing a Risk Analysis Team utilizing Architects, Engineers and supporting project management staff, to resolve large scale design and technical problems as they relate to construction, as part of the Sr. Project Management Team on the Los Angles County + USC Medical Center Replacement Hospital Project. LAC+USC is currently the largest Healthcare Project in-progress in the United States. The total Project Budget is $820+ million for three buildings covering 1.24 million square feet. Recent efforts to mitigate project wide problems consist of:

• Jacobs Engineering Response and Counter-Offer to McCarthy, Clark & Hunt Claim on Mason Industries - Overhead Mechanical, Electrical & Plumbing Seismic Anchoring; GC Claim: $2 Million; Settlement Amount: $60,000

• Jacobs Engineering Project Wide Door Hardware Analysis with Architectural, Electrical, Fire Alarm, and Security Design Disciplines. Three total buildings totaling 1.24 million square feet affecting 1,500 doors and frames. GC Claim: $1.5 Million; Settlement Amount: 20% Reduction Based on In-Progress Analysis

Jacobs Engineering Completed Projects Include:

• St VINCENT MEDICAL CENTER – PROJECT MANAGER on Renovation Projects, Los Angeles, California (2004-2005).

• Budget of $16 million on New Emergency (ER) Department using 4500 square feet and Post Surgery Recovery 10,000 square feet. Both Projects are under Office of Statewide Health Planning and Development (OSHPD) jurisdiction.

• Provided Cost-to-Complete Analysis, Process Outstanding COs, and Expedite Construction.

• HOAG MEDICAL CENTER – PROJECT MANAGER on Women’s Pavilion Inpatient Tower & Co-Gen Plant, Newport Beach, California (2004).

• Budget $340 million, 330,000 square feet on Women’s Pavilion Tower.

• Supervised Creating Commissioning and Testing Manual.

• Budget $25 million, Gas Fired Co-Generation Plan.

• Supervised the project acquiring LEED Certification.

TURNER CONSTRUCTION COMPANY - HOCHTIEF AG

PROJECT MANAGER – TURNER CONSTRUCTION COMPANY

Los Angeles, California

October 2001 to August 2004

Turner Construction Company is the main operating unit of Turner Corporation, which is a subsidiary of Hochtief AG. The company that built Madison Square Garden is ranked among the leading general builders in the United States. The company provides construction and project management services for commercial and multifamily buildings, airports, stadiums, and correctional, entertainment, and manufacturing facilities.

Reported to the Jim Walker, Project Director. Working in a Project Management capacity, rather than a CM At-Risk and General Contractor Manager on previous projects, this writer honed management skills to become an Owner’s Representative on a medium-large Healthcare Project while still being involved in day-to-day technical tasks such as running a project management support team. This writer developed Change Order financial reporting to Sr. Turner Management.

• Improved and Streamlined the Entitlement Review Structure and Reporting to the Client.

• Developed Strategy to End “Log Jam” in the General Contractor Executing Change Orders.

• Negotiate Lump Sum Change Order Settlement for Project End.

• Scheduled and Conducted Weekly Change Order Review Meetings with the General Contractor to Negotiate (Lower) Costs and Ensure all Supporting Documentation was Included. The General Contractor had a Tendency to Submit Incomplete Quotations.

• Provide Change Order Reports and Progress to the Client’s Representative who Reported Directly to Cedar’s Building and Equipment Committee/Board.

• Manage OSHPD Deferred Approval Submittals. This Included Precast Curtainwall, Glass Curtainwall, Windows, Structural Anchorages, Kitchen Equipment Anchorage, Fire Alarm System, Security System, Fire Suppression Sprinkler System, and others.

• Performed Turner’s “Work In Place” Reporting to the Operations Manager Providing Such Information as Margin, Personnel Hours Remaining on Mgmt Agreement, Percentage Complete Monetarily, etc.

• Nominated for Outstanding Employee for Community Activity. Participated in Turner’s “Reading by 9 Program” Outreach Program to Elementary Schools.

• Obtained Reputation for Completing the “Difficult and Dirty” Projects. This Included Kick-Starting a Sensitive a Middle School Project that Lay Idle for Approximately Two Years. Wrote the Bid-Scope Document and Worked Closely with the District’s Attorney to Negotiate the Defaulted General Contractor’s Claim of $1.5 + Million to an Approximate $100,000 Settlement. Developed an Analysis Showing the Number of Days Where Little to No Activity Occurred, Listed Deficient Work Performed Requiring Re-Installation, Identified GC Inflicted Mistakes and Delays Recorded in Letters and RFIs. This Writer Developed a Schedule Analysis of Late Submittals, Late Material Procurement, and Concurrent Delays to Refute the Defaulted Contractor’s Claim.

• Reason for leaving: Turner’s Healthcare Division did not have New Hospital Projects. A new work Assignment at the Los Angeles Unified School District Proceeded. Continuing a Healthcare Construction Career was Desired, hence the Decision to Discontinue Public Education Construction.

Turner Construction Company Completed Projects Include:

• LOS ANGELES UNIFIED SCHOOLS – PROJECT MANAGER on Local District “I” (BB and Measure K Bonds), Los Angeles, California (2002-2004).

• Overall Program Value of $1.5 billion.

• Credited with re-bidding GC Defaulted Project, Lead and Asbestos removal. Jurisdiction: Division of State Architect (DSA).

• CEDAR SINAI MEDICAL CENTER – PROJECT MANAGER on Imaging Project, Beverly Hills, California (2001-2002).

• Budget of $23 million - MRI and Radiological addition 90,000 square feet. Under OSHPD Jurisdiction.

• Processed approximately $2 million in change orders

Swinerton Incorporated

Newport Beach, California

February 1999 to October 2001

Asst PROJECT MANAGER – Swinerton & Walberg

Reported to the Darren Scott, Pre-Construction Operations Manager. Working for a General Contractor, this writer’s focus was to develop bid packages on GMP and Competitive Bid Projects by writing contracts, their work scopes and then procuring all the subcontracts in a timely manner. After contracts, this writer’s focus shifted to managing project wide sequences of work to provide a smooth work flow for the Superintendent, to control and prevent costly and time wasting conflicts between trades interested in installing their work first. During this time, developing contractor work-scope bid packages and negotiating Change Orders skills were sharpened. A team two Project Engineers were managed by this writer.

• Issued Contracts with Little to No Scope Gap in the Work-Scope Description.

• Conducted Thorough Post Bid Interviews to Reduce Scope Gaps in Subcontracts. This Process Includes Using this Writer’s Colored-Up Bid Documents to Identify Work and Making Sure the Sub-Contractor Included the Work Scope. If it was not Included, the Sub-Contractor was Provided the Opportunity to Submit a Bid so that All Bidders were Bidding all the Same Work-Scope.

• Where Bid Drawings did not Show Required Work-Scope, for Example Angle Iron Supporting Masonry Window and Door Lintels at Openings, that Scope Would be Included in the Work Scope Authored by this Writer to Provide Coverage. This Reduces the Owner’s Risk and Prevents Added Project Expense of Performing Work After the Contract was Signed.

• Assembled Bid Packages Using Only Necessary Drawings to Reduce Reproduction Costs, and hence Overhead Costs.

• Include “Below the Line” Cost Items such as Temporary Protection Weather Protection, Temporary Roofing, Temporary Heating, Temporary Frames and Doors for Electrical Rooms, Finishes Protection, Temporary Construction Filters for Mechanical Equipment, etc. Required for Construction. These Costs would be Reviewed with the Client and Included in the Project Cost Upon Authorization.

• Conducted MEP (Mechanical, Electrical & Plumbing) Overhead Coordination Meetings in Conjunction with Developing “Early Wall” Plans, Usually Affecting Corridor Walls. This Coordination was Performed to Prevent Obstructing Fire Rated Top-of-Wall Construction with Installing Large Overhead Mechanical Ducts and Pipe Racks.

• Review Contractor Quotations for Accuracy, Entitlement and Prepare it for CO Execution.

• Participated with “Hard Bid Team.” Develop Work-Scope Bid Sheet and Contacted Bidders to Discuss Scope Inclusions and Exclusions to Ensure their Bid Included that Work-Scope Desired by the Sr. Estimator’s Method Packaging the Work. Fostered “Partnership Sub-Contractors” to Obtain a Lower Bid than that Normally Given to Others in the Hard-Bid Contracting Community.

• Assembled GMP Proposals in Direct Conjunction with the Pre-Construction Operations Manager.

• Reason for leaving: Career Advancement and Growth in the Healthcare Construction Market.

Swinerton Walberg Completed Projects Include:

• EXPERIAN – Asst PROJECT MANAGER for World Corporate Headquarters, Costa Mesa, California (2000-2001).

• Budget of $43 million - 330,000 square feet; three Office Building Campus and a Data Center.

• Responsible for constructability and writing contracts. Performed trade buyout, including post-bid interview analysis to limit owner exposure.

• SOKA UNIVERSITY of AMERICA – Asst PROJECT MANAGER on New American Campus, Aliso Viejo, California (1999-2000).

• Budget of $170 million - Dean’s and President’s Buildings 180,000 square feet (Two Buildings on Multi-Building Campus).

• Credited for performing constructability, buyout, MEP coordination including early wall plan.

Barton Malow Company

Southfield, Michigan

July 1993 to February 1999

PROJECT ENGINEER

Reported to the Dave Salisbury, Director. This writer entered into the occupation of working for a Construction Manager “At-Risk” company, similar to a General Contractor. This writer’s quickly learned the technical and field aspects of construction and eventually managed the administrative and full field construction aspects on a project. A notable achievement consists of performing all project management duties and field coordination including supervision on the St. Mary’s Oncology Center ($7 Million), and ensuring the footbridge construction connected to an adjacent project. Since some the Oncology Center’s systems were shared with the adjacent Tolfree Memorial Hospital, work such as pneumatic tube, fire alarm and fire sprinkler were coordinated with the Tolfree Memorial Building. Specific to the Oncology Center, this writer coordinated the linear accelerator installation between GE Medical and respective Prime Contractors (CM At-Risk Contracts).

• Project Management and Field Supervision (St. Mary’s Oncology Center)

• Provided Monthly Financial and Schedule Reporting to Client via Published Monthly Report Including Progress Photographs

• Chaired Weekly Construction Meetings & Issued Three Week Look-Ahead Schedules

• Chaired Weekly Meetings to Coordinate Overhead Mechanical, Electrical, Plumbing and Pneumatic Tube Work in Conjunction with Full Height Rated Walls to Avoid Access Conflicts.

• Chaired Meetings to Ensure Overhead Mechanical Equipment Service Items Such as Valves and Filters had Sufficient Access using Access Doors and Ensuring Piping or Conduit did not Interfere with Access

• Chaired Weekly Safety Meetings and Enforced Safety in the Field During Daily Field Walks

• Made MEP Contractors Mark Duct, Conduit and Pipe Layout Information (Size and AFF Elevations) in Advance for Field Coordination and the Framing Contractor to Provide Precise Framing and Gyp Board Framing to Maintain 3/8” to 1/2" Clearance for Through Wall Penetrations and Fire Damper Angles Installation.

• Made Contractors with Large Work Scopes Place all Materials on Pallets Allowing it to be Moved. This Prevented Blocked-Access Claims by Contractors Made to Work in Close Quarters.

• Early Buyout for Long Lead Items such as Windows, Air Handling Units, Electrical Gear, Special Feeder Wire/Conductor from Owner’s Primary Power Transformer to the Buildings MSB (Main Switch Board).

• Re-used Contractors Prime Contractors Under Contract from the Adjacent Project (Tolfree Memorial) to Save on Mobilization and Reduce Cost by Using Same Crews.

• Included Cost for Temporary Weather Enclosure and Heating to Allow Work to Continue Through the winter, and to Prevent Water Infiltration to the Interior. This Prevents the Possibility of Mold Growth from Gyp Board and Insulation Getting Wet.

• Reviewed Submittals and RFIs and Forwarded to the Client’s Architect and Engineer.

• Coordinated the Client’s Architect and Engineers (Structural, Electrical and Mechanical) to Resolve Field Issues.

• Provided Weekly Updates to Hospital CFO.

• Reviewed each Prime Contractors Monthly Progress Payment Application for Accuracy to Prevent Aggressive Early Billing or “Front End Loading.”

• Issued RFPs/RFQs Initiated by A/E Bulletins. Issued a “ROM” (Rough Order Magnitude) to Client after Reviewing the Bulletin; Reviewed Quotation for Accuracy and Prepare it for Client Authorization.

• Expedite Work Using Contractual Tools such as 48 Hour Notifications to Prime Contractors Not Performing According to Schedule. Recovery Schedule was Obtained if the Delay was Large.

• Submitted Inspection Request forms to County Inspectors.

• Created Punchlist for Each Prime Contractor.

Barton Malow Company Completed Projects Include:

• TOLFREE REPLACEMENT HOSPITAL & St. MARY’s ONCOLOGY, Asst PROJECT MANAGER on West branch, Michigan (1997-1999).

• Budget of $26 million on Replacement Hospital (140,000 square feet) and Oncology Center Building (40,000 square feet).

• Credited for writing Oncology Center contract (work-scopes), field supervision, and all project management facets.

• MUNSON MEDICAL CENTER & PARKING STRUCTURE, PROJECT ENGINEER, Traverse City, Michigan (1995-1996).

• Budget of $13 million on Outpatient Center (80,000 square feet) and 500 Space Parking Structure.

• Resolved mismanaged outstanding Change Orders and performed project management.

• DICKENSON COUNTY MEMORIAL REPLACEMENT HOSPITAL, PROJECT ENGINEER Iron Mountain, Michigan (1994-1995).

• Budget of $23 million on 200,000 square feet Replacement Hospital

• Prepared monthly report for hospital board, process change orders, submittals, and Request for Information (RFI).

• SHRINERS HOSPITALS for CRIPPLED CHILDREN – PROJECT ENGINNER, Sacramento, California (1993-1994).

• Budget of $72 million - 300,000 square feet, eight level building and five level parking structure. Under OSHPD Jurisdiction.

• Posted 1000+ RFIs and 100+ Instruction bulletins.

• Processed all Submittals.

A. Teichert & Sons

Sacramento, California

1992 to 1993

A. Teichert and Sons Incorporated, being California’s oldest General Contractor owning California License No. 8, produces sand, gravel, ready-mixed concrete including asphaltic paving products and supplies it to manufacturers, contractors, and government agencies. Tiechert also has a general contracting division which performs road building, heavy civil projects, and underground utility systems. The company primarily operates throughout Northern and Central California.

Jr. Engineer

Reported to the Take-Off Dept. Manager, Steve Grant. Using the skills from drafting and architecture courses including working as a draftsman for the Sacramento based Architectural Firm, Reynolds and Webber, this writer eventually earned the trust of the standing Manager to become the Interim Manager for three Jr. Engineers during the Manager’s frequent absence. A notable achievement consists of performing a detailed quantity estimate for a new golf course having 1+ million cubic yards of cut and approximately 900,000 cubic yards of fill, to reveal the site was not balanced, and that trucking costs for hauling away spoils was to be included in the bid proposal. This information was contrary the Golf Course’s Civil Engineer reporting it to be a balanced site. This writer developed a reputation for accurate and precise work.

• Provided Quantity Take-Off Measurements for Highway Expansion Projects Ranging from $20+ million to a $10,000 chip seal job.

• Explain and Justify Quantities to the Sr. Estimating Manager or the Individual Estimator by Showing Color Coded Drawings, Delineating all the Different Material Types (e.g, Concrete, Asphaltic Paving, Curb, Curb and Gutter, Drain Inlet, UG SD and SS Piping, Trenching, Building Pad Overcut, Building Pad Depth, pile cap sizes, etc). In Addition, Material Types such as Different Concrete Strength Types including their Locations, Asphaltic Paving Types, Concrete Paving Types, Pipe Material Types (e.g, Concrete, Reinforced Concrete, VCP, ABS, etc), and Engineered Fill Replacement of Unsuitable Soils.

• Performed Take-Offs for All Manner of Projects Ranging from Large Highway Projects to Building Sitework, and other Projects such as Sewer Plants, Wetland Expansion Projects and Large Residential Subdivisions having Tiered Building Pads.

• Used Industry Leading Take-Off Software from “AGTEK.”

• Involved in Bid Preparation and Agency Submission.

• Reason for leaving: Resume/complete College Education at Fresno State.

Roland Wong ♦ Lake Forest, CA 92630 ♦ 323-***-**** Cell ♦ ************@*****.***

Education ♦ Bachelor of Science Construction Management, Dept of Civil Engineering, California State University Fresno 1993

Project Experience ♦ Healthcare/Medical ♦ Class A Office Buildings ♦ Higher Education (University) ♦ K-12 ♦ Hospitality

Agency Jurisdictions ♦ OSHPD ♦ DSA ♦ Los Angeles Dept of Public Works ♦ LAUSD ♦ City of Los Angeles ♦ Orange County

Experience Summary ♦ 16 yrs Total Experience ♦ 10 yrs OSHPD/Healthcare/Medical ♦ 2 yrs Los Angeles Dept Public Works ♦

2 yrs LAUSD + DSA ♦ Six (6) Acute Care Replacement Hospitals ♦ Two (2) ER Additions/Renovations ♦ Outpatient Clinic ♦ Oncology Center/MOB ♦ OR Renovation ♦ Short Stay Outpatient Surgery ♦ Imaging Center ♦ Two (2) CIP/Precast Parking Structures ♦ Co Generation Plant ♦ Commercial Offices ♦ University Science Buildings ♦ K-12 Renovating Existing School Buildings + Hazardous Material Removal ♦ Luxury Hotel + Retail + Office + Underground Parking Structure

General Contracting Summary ♦ The Strand Hotel ($80,000,000 / 2008-2009) ♦ Experian Corporate Headquarters ($43,000,000 / 2000-2001) ♦ SOKA Unviversity ($170,000,000 / 1999-2000) ♦ St Mary’s Medical Center Oncology/MOB + Tolfree Memorial Replacement Hospital ($26,000,000 / 1997-1999) ♦ Munson Medical Center Community Health Center Outpatient Clinic + Parking Structure ($13,000,000 / 1995-1997) ♦ Dickenson County Memorial Replacement Hospital ($23,000,000 / 1994-1995) ♦Shriners Hospitals for Crippled Children ($72,000,000 / 1993-1994) ♦ Bovis Lend Lease ♦ Swinerton & Walberg (Swinerton Builders) ♦ Barton Malow Company

Agency CM Summary ♦ UCLA + Olive View Medical Center – ER Addition & Tuberculosis Isolation Acute Care Ward ($40,000,000 / 2007-2008) ♦ St Joseph Medical Center Patient Care Center Tower Replacement Project ($140,000,000 / 2006-2007) ♦ Los Angeles County + USC Medical Center – “County General” Replacement Project ($840,000,000 / 2005-2006) ♦ St Vincents Medical Center – ER Addition & Short Stay Outpatient Surgery ($16,000,000 / 2005) ♦ Hoag Presbyterian Medical Center – Women’s Pavilion Tower + Co Generation Plant ($365,000,000 / 2004-2005) ♦ LAUSD (Los Angeles Unified School District) Existing Facilities (Renovating Existing Schools) ($3,000,000 / 2002-2004) ♦ Cedar Sinai Medical Center – Mark S. Taper Imaging Center ($23,000,000 / 2001-2002) ♦ Heery International ♦ Jacobs Engineering ♦ Turner Construction

Healthcare Projects

Acute Care Replacement Hospitals (24 Hr Care)

♦ Joseph Medical Center Patient Care Center Tower Replacement Project ($140,000,000 / 250,000 SF), Orange, CA

♦ Los Angeles County + USC Medical Center – “County General” Replacement Project ($840,000,000 / 1,240,000 SF), Los Angeles, CA

♦ Hoag Presbyterian Medical Center – Women’s Pavilion Tower + Co Generation Plant ($365,000,000 / 330,000 SF), Newport Beach, CA

♦ St Mary’s Medical Center Oncology/MOB + Tolfree Memorial Replacement Hospital ($26,000,000 / 180,000 SF) West Branch, MI

♦ Dickenson County Memorial Replacement Hospital ($23,000,000 / 200,000 SF) Iron Mountain, MI

♦Shriners Hospitals for Crippled Children + Adjoining Parking Structure ($72,000,000 / 300,000 SF), Sacramento, CA

ER Additions

♦ UCLA + Olive View Medical Center - ER Addition & Tuberculosis Isolation Acute Care Ward ($40,000,000 / 40,000 SF), Los Angeles, CA

♦ St Vincents Medical Center – ER Addition & Short Stay Outpatient Surgery ($16,000,000 / 14,5000 SF), Los Angeles, CA

Medical Office Buildings (MOB)

♦ Munson Medical Center Community Health Center Outpatient Clinic + Parking Structure ($13,000,000 / 80,000 SF), Traverse City, MI

♦ St Mary’s Medical Center Oncology/MOB + Tolfree Memorial Replacement Hospital ($26,000,000 / 180,000 SF) West Branch, MI

Imaging Center

♦ Cedar Sinai Medical Center – Mark S. Taper Imaging Center ($23,000,000 / 90,000 SF), Beverly Hills, CA

Education Projects

♦ LAUSD (Los Angeles Unified School District) K-12, Existing Facilities (Renovating Existing Schools) ($3,000,000), Los Angeles, CA

♦ SOKA Unviversity – Deans & President’s Classroom Buildings ($170,000,000 Overall Project Value), Aliso Viejo, CA

General Commercial

♦ The Strand Hotel + 3 Separate Office/Retail Buildings ($80,000,000 / 400,000 SF) Huntington Beach, CA

♦ Experian Corporate Headquarters + Data Processing Center ($43,000,000 / 330,000 SF), Costa Mesa, CA

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