Anthony C. Vesay – Organizational Leader, Civil Engineering Executive

Anthony C. Vesay

New Hope, PA 18938

tvesay@gmail.com

 

OBJECTIVE: Organizational Leadership / Quality Manager

Regional Operations Manager, Program Manager / Director

 

EXPERIENCE SUMMARY

 

  • 25 years, Program Manager, OrganizationalLeadership, Quality Manager
  • 25 years, Army, COL/06, Honorable Discharge: 11/07
  • 15 years, Senior Project / Program Management(Environmental / Construction / Disaster Rebuilding)

 

EXPERIENCE PORTFOLIO

 

09/07 – present, Vice President

Hill International, Philadelphia, PA

 

  • Developed and integrated strategic plans to organization vision/mission/requirements, resulting in improved effectiveness; aligned organization with operating environment and client requirements; led / optimized projects and programs, emphasizing leadership, risk assessment, organizational effectiveness, program management, quality assurancefor multi-million-dollar crisis and scheduled contracts
  • Managed businessdevelopment of government contracts for infrastructure improvements, including business development and operational arenas for government contracts, including: 1) Base Realignment & Closure Project (BRAC) Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR), a 3-year, ~$30M DoD facility construction project (moved operations from Fort Monmouth, NJ to Aberdeen Proving Ground, MD); 2) led the NRO planning team in a concept/feasibility study and cost estimate for funding request for an upgrade project and approval, with estimated design savings of ~$100K on a ~$350K design ($20M construction contract)
  • Managed NRO teams of planners, designers, builders, cost estimators; C4ISRteams of engineering disciplines – mechanical, structural, civil, electrical, mechanical; provided oversight / submission of design-bridging / cost estimates / analysis for two facilities in multi-year NRO’s Capital Improvement Program (CIP)
  • Managed a multi‐million-dollar infrastructure, capital-improvementsprogram as a Program Director, resulting in ~$150M in program savings (City of Reading, PA) for the Wastewater Infrastructure Program (~6 sub-projects), within a reduced completion schedule of 2 years
  • Led the value engineeringstudy to assess planners, designer plans for cost reduction and functionality; led team of designers, builders, planners, engineers; resulting in ~$100M in recommended operational savings
  • Developed new businessopportunities in the federal government market resulting in contracts supporting the NRO’s, Cape Canaveral, FL valued at $500K annual revenue (~2 year initial; with contract add-ons)
  • Managed personnelfor federal projects, directly supervised ~12 staff (Aberdeen Proving Ground, MD), including: project engineers/construction (structural, civil, mechanical, electrical); and indirectly supervised four NRO project staff, including: lead cost estimator, scheduler, architect/engineer, planner; client liaison, responsible for project execution and continuity of current operations
  • Trained and mentored team members on specs, contractrequirements, best practices; team and individual development/continuous improvement via lessons learned from execution – quality feedback loop as benchmarked against respective job requirements

 

08/14 – 12/16, Lead Program Manager 

New York City Department of Design and Construction (DDC), Build-It-Back (BIB)

Hill International, Housing Recovery Program, New York, NY

 

  • Managed a ~$500M New York City DDC with NYC’s Housing Recovery Office(HRO); provided construction management / compliance services for Hurricane Sandy’s BIB housing recovery (~$1.6B program)
  • Supported HRO’s complianceand oversight to program, increasing production, oversight to construction completion metrics, for ~4,000 homes under the improvement project; liaised with construction contractors; developed feedback communications loop to incorporate ‘lessons-learned’; managed Quality Assurance (QA) Program incorporating design scoping, inspections, construction, safety (OSHA; environmental compliance for asbestos, lead paint issues), and operational risks to be assessed against program and industry standards; led project controls team that analyzed data, metrics, and created reports for production improvement to contract client; resulting in a Quality Assurance field reporting system that enabled timely decisions
  • Supervised personnelwith nine direct reports and ~50 subordinates including: QA Manager, Reporting/Metrics Team Chief, Inspections Manager, Change Order Manager, Customer Service Manager, Contract Manager, Construction Chiefs (4) providing services under a Time and Materials contract valued at ~$25M (fee)
  • Managed Single Family Program including: constructionand inspection management, project compliance monitoring, quality assurance, program controls, customer service support, change order management, risk management, and standard protocols and document management using Lean Six Sigma Quality Assurance and Define, Measure, Assess/Analyze, Improve, and Control (DMAIC) program management methodology
  • Increased and accelerated constructioncompletions/quality by analyzing design, construction processes, risks, identifying bottlenecks, and recommending corrective actions to client
  • Responsible for developmentand rollout of a construction inspection software for daily reporting from field reports on construction status analyzed with improvement recommendations; ensured ~100 people trained on system

 

11/12 – 08/14, Project Director 

National Reconnaissance Office (NRO)

Hill International, Philadelphia, PA (worksites Vandenberg AFB, Schriever AFB, CO)

 

  • Managed three direct reports: Project Control specialist, two Cost Estimators, and two sub-consultant, designengineers responsible for a Facilities Requirements Document (FRD) and a cost estimate for a construction project valued at ~$10M (Vandenberg); team also developed an initial cost/budgetary estimate and follow-on detailed estimates to maintain schedule in support of client Capital Improvement Program (Schriever)
  • Responsible for rebidding efforts and project compliancefor bridging documents resulting in a new design and ~$100K saved with design deliverables remaining on schedule

 

06/09 – 08/11, Project Director 

Philadelphia District, Aberdeen Site, United States Army Corps of Engineers (USACE)

Hill International, Philadelphia, PA (Aberdeen, MD)

 

  • Performed Business Developmentand Operations as lead for a ~$30M construction contract project for project management and construction management services for the Philadelphia District, U.S. Army Corps of Engineers at Aberdeen Proving Ground, MD, under the District’s Area of Responsibility (AOR); Task Order included: project (field office construction management support, quality assurance, construction safety services) and construction management services under C4ISR (BRAC) project; results – on-time/in-budget deliverables
  • Supervised ~12, including: ~ 2-3 civil engineers, ~2-3 mechanical engineers, and ~1-2 electricalfield representatives supporting C4ISR systems, including: computers, sensors, networks, building access control
  • Oversight of Information Managementtechnology platforms including: Corps’ Resident Management System (RMS) and Primavera’s Scheduling Program (e.g., P6) construction management tools for job progress and data analysis ensuring project on schedule, lagging scheduled activities, activities to be resourced for deliverables

 

05/09 – 12/10, Principal Lead (Norfolk District) Fort AP Hill, Norfolk, VA & Fort Lee, Petersburg, VA

United States Army Corps of Engineers (USACE)

Hill International, Philadelphia, PA

 

  • Managed project and cost controls for contract(1-year base, four 1-year options); instrumental in awarding project to prime (FAI Construction Consultants) contractor for construction management support services; Scope of Work included: Cost Estimating, Scheduling, and Resource Estimates of Military Projects within the Norfolk District and North Atlantic Division Mission Boundaries
  • Managed scheduling (services), reviews, contractor’s schedules, work sequences, code complianceand changes; reviewed cost / schedule data, review forecasts, resolve delays/slippage; review progress/performance; assess / quantify costs and schedule impacts for change orders to mitigate costs and performance; review monthly construction project reports on schedules, proposals, modifications, and impacts
  • Directed Quality Control oversight for Base Realignment and Closure (BRAC) projects including documents facilitating designproposals for range upgrades (Fort AP Hill, VA); managed contractor scheduling (Fort Lee, VA)
  • Project ManagementPrincipal for project controls, including: cost, scheduling for contract projects within Norfolk District and North Atlantic Division in locations at Fort Lee, Fort Eustis, and Fort Picket for work / repairs on: 49th Quartermaster Group Tactical Equipment Maintenance Facility, Barracks Building 3000, Air Force/Navy Dormitory, Permanent Party Chapel, Air Force and Navy Dining Hall, Company Operations Complex Facility (COF), Battalion Headquarters, and Regional Training Institute (RTI) for Project Management Total Project Value of ~$12M

 

08/08 – 07/14, Project Director, Fritz Island Wastewater Treatment Plant

Hill International, Philadelphia, PA (Reading, PA)

 

  • Directed and monitored fiscalmanagement system and project budget for ~6M (Consultant Fee [Management] Revenue); including ~$250M design/construction value program and construction management services contract for renovation of a federally mandated upgrade (City of Reading; 14 outlying municipalities; augmented city engineer’s staff) wastewater treatment plant designed to treat 28.5 million gallons of effluent daily; provided project and construction management services, including: establishing project management and controls systems, providing technical design alternatives support, communicated with regulatory agencies, including: PA Department of Environmental Protection, US Fish & Wildlife, Delaware River Basin Planning Commission
  • Responsible for preparation of the Value EngineeringStudy, which identified and recommended ~$100M in cost-saving measures for main WWTP project and still maintain compliance w/ the original Consent Decree
  • Managed the Capital Improvements Program (CIP); ensured projects prioritized, scheduled, and monitored via respective progress schedules/budgets; identified / prepared federal, state, and local funds request to offset project costsincluding grant applications totaling ~$20M; conducted Affordability Analysis within a Financial Planning and Analysis assessment and a Pro-Forma Model deliverable, identifying debt service for CIP
  • Liaised with project team of ~10 engineers/architects, lawyers, planners, financial analysts and city council members, city manager, mayor, and municipalplanning boards’ officials
  • Justified an Amended Consent Decree; saved program ~$150M and maintained system reliability and functionality

 

08/05 – 06/07, Lead Federal Engineer (06/COL/06)

United States Army Corps of Engineers, Vicksburg, MS

 

  • Directed the 2-year engineeringeffort (as commander) after Hurricane Katrina; managed the $1B emergency and response mission, coordinated disaster event activities, and directed ~5,500 responders from the Corps of Engineers; resolved concerns from dozens of contractors and sub-contractors; reported directly to FEMA Director, Nick Russo, for Mississippi operations while directly supervising ~20 team chiefs
  • Liaised with political and congressional representatives, including: Governor Haley Barbour, Senators Thad Cochran, Trent Lott; Rep. (now Senator) Roger Wicker, Rep. Chip Pickering, Mayor Connie Moran (Ocean Springs), Mayor Eddie Favre (Bay St Louis, MS) and other public affairs officials to resolve bureaucratic processesunder FEMA regulations established for typical 60-to-90 day emergency response period
  • Established field offices throughout affected counties, including: coordination, logistics, and admin requirements, set-up reportingsystems to track progress, monitor contractors, avoid fraud/waste/abuse; supervised two-year mission resolving problems, including: 20-million cubic yards of debris (disposal, landfill), ensuring environmental landfill compliance; supervised training of ~5,500 personnel in-mission to FEMA processes and job duties; responsible for integrating diverse, multi-state workforce

 

06/04 – 06/07, Colonel / District Commander (COL/06)

United States Army Corps of Engineers, Vicksburg, MS

 

  • Commanded a 1,100‐person, US Army Corps of EngineerDistrict including: ~300 civilian engineers, ~150 scientists, ~200 designers, and ~50 emergency management professionals, and ~700 workforce / laborers (with annual operating budget of ~$300M); managed 11 direct reports: Functional Area Directors of: Engineering, Operations, Emergency Management, Public Affairs, Safety, Internal Review, Program Management, Strategic Initiatives, Construction, Logistics, and Administration
  • Responsible for working relationships and briefing members of delegation, including: Mississippi, Louisiana, Arkansas senators, 15 other senators and representatives, plus local governments, industry, and citizens, meeting formally in DC; briefings in locations of 58,000 square miles / ~300 miles of Mississippi river geographic area, including flood-control reservoirs(10), locks / dams (9), and hydropower plants (3)
  • Managed a critical Mississippi River section leading to LA commerce portswith required maintenance assigned to Army’s only ‘Mat Sinking Unit,’ plus one of three dredging vessels, under a $300M annual budget (MS/LA/AR)
  • Established a Most Effective Efficient Organization (MEEO; “Malcolm Baldridge-like” model) where missionaccomplishment and efficiencies were tracked via internal reviews / updates; results were alignment of organization/labor force achieving a $2M annual savings (overall 15%)

 

08/03 – 07/04, Senior Leader / Logistics Officer (/COL/06)

Iraq Survey Group (ISG), J4, Baghdad, Iraq

 

  • Managed / supervised: Operations/FacilitiesManager, Logistics Manager, Port Operations Manager, Engineering / Infrastructure Manager, and Deputy Logistics Officer, with oversight to Iraqi nationals and US contractors; responsible for procuring equipment and execution of logistical, engineering, and transportation operations within Iraqi Theater of Operations during Operation Iraqi Freedom (OIF) and satellite operations in Kuwait and Qatar (oversight for purchasing agent in Kuwait who bought/shipped supplies to Baghdad)
  • Led reconstructionof Iraqi base camp (Camp Slayer), executed safe movement of personnel and the redeployment of thousands of tons of captured enemy military cargo including: Iraqi weaponry and equipment (intelligence value) and moved to US bases; streamlined operations in Iraq (Baghdad, Basra, Kirkuk, Mosul), Kuwait, and Qatar; supervised quality control-of-life (fitness center, barber shop, shopping annex, laundry facilities, movie theater) support, construction, and infrastructure projects (water, power generation, office space, operational areas) contracts valued at >$200M

 

07/01 – 08/02, Senior Army Staff Officer (LTC/05), Pentagon, Arlington, VA

 

  • Managed budgetof ~$15B annually in Army Funding and $70B Program (2003-2007), including funding for Base Operations Support, Military Construction, Army Family Housing, Force Protection, BRAC (Base Realignment & Closure) per senior leader guidance; provided recommendations on competing priorities for Army programs funded
  • Supported Army senior leadership, including: Secretary of the Army (civilian), Chief of Staff (4 star general), and OSD (Office of Secretary of Defense); after 9/11 supported Force Protection efforts to obtain an additional $2B in fundingfrom OSD for Force Protection items (security gates, barriers, guards) and reprioritization of $3.5B funding

 

06/99 – 07/01, Battalion Commander (LTC/05), 249th Engineer Battalion Fort Belvoir, VA

 

  • Led (commanded) organization and two sub-organizations: an Army field unit and a trainingschool, five field units (detachments) were in CONUS and three ‘overseas’ units in Hawaii, Korea, Germany; directly supervised seven leaders, ~150 soldiers (field units), and ~100 (school cadre and students); supervised a reserve unit, including ~50 soldiers in mission areas of Egypt, Korea, Thailand, Turkey, and the Balkans
  • Managed program valued at ~$55M, with an operations’budget of ~$6.5M; developed policies and action plans integrating and aligning dispersed units to mission vision
  • Supervised year-long, militarytraining course for field-unit inclusion; provided subject matter expertise input for curriculum design and development (under vision and operations alignment) for two classes annually with each class of ~20 student-soldiers

 

FORMAL EDUCATION:

 

  • 2003, Master of Science, National Securityand Strategic Policy, National War College, Washington, DC
  • 1992, Master of Science, Civil Engineering, Pennsylvania State University, University Park, PA
  • 1987, Master of Science, Systems Management, University of Southern California, Los Angeles, CA
  • 1982, Bachelor of Science, Civil Engineering, Pennsylvania State University, University Park, PA

 

CAREER TRAINING / CERTIFICATIONS:

 

  • 2017, Certification, Managerof Quality/Organizational Excellence (ASQ CMQ/OE), American Society for Quality (ASQ)
  • 2011, Project ManagementProfessional (PMP), National Certification
  • 2009, LEED Accredited Professional (LEED AP), National Certification
  • 1998, Joint Professional Military Education (Phase II), DoD, Norfolk NavyBase, Norfolk, VA
  • 1995, Professional Engineer(PE), Virginia

 

PRESENTATIONS / CONFERENCES / WHITE PAPERS / PUBLICATIONS:

 

  • 2013, “How to Compete and Win Federal Business,” AGC of America, Webinar Speaker, Hill Offices, Marlton, NJ
  • 2013, “Fritz Island Wastewater Upgrades Project: City of Reading’s Effective Use of Project Management,” Penn Tec, Lancaster, PA
  • 2008, “Lessons Learned from Hurricane Katrina,” Society of American Military Engineer’s (SAME), Philadelphia
  • 2007, “MSRFO Commanders Perspective,” Team Leader Workshop, Guest Speaker, Orlando, FL
  • 2007, “Briefing the Southwester Power Council” Southwestern Regional Hydropower Council and Conference, Vicksburg, MS
  • (additional presentations and publications – available upon request)

 

RECOGNITION / VOLUNTEER / TRADE ORGANIZATIONS:

 

  • 2017 – present, Member, American Society of Quality Assurance, Milwaukee, WI
  • 2013 & 2017, National Reconnaissance Organization (Client Commendation Letters)
  • 2012, Fritz Island Project (Commendation Letter)

 

  • 2011 – present, Member, Project ManagementInstitute (PMI), Newtown Square, PA
  • 2008 – present, Leader, Men’s Ministry, St Martin of Tours, New Hope, PA
  • 1999 – present, Member, The Army EngineerAssociation, Ft Leonard Wood, MO
  • 1995 – present, Senior Active Director, Society of American Military Engineers, Philadelphia, PA

 

Transferable and Key Words: Acquisition, Administration, Airborne, alignment, analysis, AP/AR, applications, architect, Army Corps of Engineers, asbestos, assessment, barracks, Base Closure and Realignment (BRAC), Battalion, benchmarked, budget, builders, business, C4ISR, capital-improvements, Civil Engineer, compliance, construction, contract, contractors, cost-savings, costs, curriculum, Defense, deliverables, design / design-bridging, development, Director, disaster, DoD, dredging, electrical, emergency, Engineer / engineering, environmental, environmental impacts, estimates / Estimators, Facilities, Feasibility studies, FEMA, Financial / fiscal, housing, hydropower, Infrastructure, inspections, Joint Forces, leadership, Lean Six Sigma, lessons-learned, Levee, liaison, logistics, Management / Manager, mechanical, military, municipal, Navy, operations, Organizational, OSHA, Pentagon, personnel, planning, policies, prioritization, processes, Procurement, Program Management, Project management, proposals, purchasing, quality assurance (QA), reconstruction, renovation, reporting, safety, Scheduling, Security, Supervisor, systems, training, transportation, vessels, wastewater, workforce

 

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Readers Comments

Anthony C. Vesay – Organizational Leader, Civil Engineering Executive

Anthony C. Vesay

New Hope, PA 18938

tvesay@gmail.com

 

OBJECTIVE: Organizational Leadership / Quality Manager

Regional Operations Manager, Program Manager / Director

 

EXPERIENCE SUMMARY

 

  • 25 years, Program Manager, OrganizationalLeadership, Quality Manager
  • 25 years, Army, COL/06, Honorable Discharge: 11/07
  • 15 years, Senior Project / Program Management(Environmental / Construction / Disaster Rebuilding)

 

EXPERIENCE PORTFOLIO

 

09/07 – present, Vice President

Hill International, Philadelphia, PA

 

  • Developed and integrated strategic plans to organization vision/mission/requirements, resulting in improved effectiveness; aligned organization with operating environment and client requirements; led / optimized projects and programs, emphasizing leadership, risk assessment, organizational effectiveness, program management, quality assurancefor multi-million-dollar crisis and scheduled contracts
  • Managed businessdevelopment of government contracts for infrastructure improvements, including business development and operational arenas for government contracts, including: 1) Base Realignment & Closure Project (BRAC) Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR), a 3-year, ~$30M DoD facility construction project (moved operations from Fort Monmouth, NJ to Aberdeen Proving Ground, MD); 2) led the NRO planning team in a concept/feasibility study and cost estimate for funding request for an upgrade project and approval, with estimated design savings of ~$100K on a ~$350K design ($20M construction contract)
  • Managed NRO teams of planners, designers, builders, cost estimators; C4ISRteams of engineering disciplines – mechanical, structural, civil, electrical, mechanical; provided oversight / submission of design-bridging / cost estimates / analysis for two facilities in multi-year NRO’s Capital Improvement Program (CIP)
  • Managed a multi‐million-dollar infrastructure, capital-improvementsprogram as a Program Director, resulting in ~$150M in program savings (City of Reading, PA) for the Wastewater Infrastructure Program (~6 sub-projects), within a reduced completion schedule of 2 years
  • Led the value engineeringstudy to assess planners, designer plans for cost reduction and functionality; led team of designers, builders, planners, engineers; resulting in ~$100M in recommended operational savings
  • Developed new businessopportunities in the federal government market resulting in contracts supporting the NRO’s, Cape Canaveral, FL valued at $500K annual revenue (~2 year initial; with contract add-ons)
  • Managed personnelfor federal projects, directly supervised ~12 staff (Aberdeen Proving Ground, MD), including: project engineers/construction (structural, civil, mechanical, electrical); and indirectly supervised four NRO project staff, including: lead cost estimator, scheduler, architect/engineer, planner; client liaison, responsible for project execution and continuity of current operations
  • Trained and mentored team members on specs, contractrequirements, best practices; team and individual development/continuous improvement via lessons learned from execution – quality feedback loop as benchmarked against respective job requirements

 

08/14 – 12/16, Lead Program Manager 

New York City Department of Design and Construction (DDC), Build-It-Back (BIB)

Hill International, Housing Recovery Program, New York, NY

 

  • Managed a ~$500M New York City DDC with NYC’s Housing Recovery Office(HRO); provided construction management / compliance services for Hurricane Sandy’s BIB housing recovery (~$1.6B program)
  • Supported HRO’s complianceand oversight to program, increasing production, oversight to construction completion metrics, for ~4,000 homes under the improvement project; liaised with construction contractors; developed feedback communications loop to incorporate ‘lessons-learned’; managed Quality Assurance (QA) Program incorporating design scoping, inspections, construction, safety (OSHA; environmental compliance for asbestos, lead paint issues), and operational risks to be assessed against program and industry standards; led project controls team that analyzed data, metrics, and created reports for production improvement to contract client; resulting in a Quality Assurance field reporting system that enabled timely decisions
  • Supervised personnelwith nine direct reports and ~50 subordinates including: QA Manager, Reporting/Metrics Team Chief, Inspections Manager, Change Order Manager, Customer Service Manager, Contract Manager, Construction Chiefs (4) providing services under a Time and Materials contract valued at ~$25M (fee)
  • Managed Single Family Program including: constructionand inspection management, project compliance monitoring, quality assurance, program controls, customer service support, change order management, risk management, and standard protocols and document management using Lean Six Sigma Quality Assurance and Define, Measure, Assess/Analyze, Improve, and Control (DMAIC) program management methodology
  • Increased and accelerated constructioncompletions/quality by analyzing design, construction processes, risks, identifying bottlenecks, and recommending corrective actions to client
  • Responsible for developmentand rollout of a construction inspection software for daily reporting from field reports on construction status analyzed with improvement recommendations; ensured ~100 people trained on system

 

11/12 – 08/14, Project Director 

National Reconnaissance Office (NRO)

Hill International, Philadelphia, PA (worksites Vandenberg AFB, Schriever AFB, CO)

 

  • Managed three direct reports: Project Control specialist, two Cost Estimators, and two sub-consultant, designengineers responsible for a Facilities Requirements Document (FRD) and a cost estimate for a construction project valued at ~$10M (Vandenberg); team also developed an initial cost/budgetary estimate and follow-on detailed estimates to maintain schedule in support of client Capital Improvement Program (Schriever)
  • Responsible for rebidding efforts and project compliancefor bridging documents resulting in a new design and ~$100K saved with design deliverables remaining on schedule

 

06/09 – 08/11, Project Director 

Philadelphia District, Aberdeen Site, United States Army Corps of Engineers (USACE)

Hill International, Philadelphia, PA (Aberdeen, MD)

 

  • Performed Business Developmentand Operations as lead for a ~$30M construction contract project for project management and construction management services for the Philadelphia District, U.S. Army Corps of Engineers at Aberdeen Proving Ground, MD, under the District’s Area of Responsibility (AOR); Task Order included: project (field office construction management support, quality assurance, construction safety services) and construction management services under C4ISR (BRAC) project; results – on-time/in-budget deliverables
  • Supervised ~12, including: ~ 2-3 civil engineers, ~2-3 mechanical engineers, and ~1-2 electricalfield representatives supporting C4ISR systems, including: computers, sensors, networks, building access control
  • Oversight of Information Managementtechnology platforms including: Corps’ Resident Management System (RMS) and Primavera’s Scheduling Program (e.g., P6) construction management tools for job progress and data analysis ensuring project on schedule, lagging scheduled activities, activities to be resourced for deliverables

 

05/09 – 12/10, Principal Lead (Norfolk District) Fort AP Hill, Norfolk, VA & Fort Lee, Petersburg, VA

United States Army Corps of Engineers (USACE)

Hill International, Philadelphia, PA

 

  • Managed project and cost controls for contract(1-year base, four 1-year options); instrumental in awarding project to prime (FAI Construction Consultants) contractor for construction management support services; Scope of Work included: Cost Estimating, Scheduling, and Resource Estimates of Military Projects within the Norfolk District and North Atlantic Division Mission Boundaries
  • Managed scheduling (services), reviews, contractor’s schedules, work sequences, code complianceand changes; reviewed cost / schedule data, review forecasts, resolve delays/slippage; review progress/performance; assess / quantify costs and schedule impacts for change orders to mitigate costs and performance; review monthly construction project reports on schedules, proposals, modifications, and impacts
  • Directed Quality Control oversight for Base Realignment and Closure (BRAC) projects including documents facilitating designproposals for range upgrades (Fort AP Hill, VA); managed contractor scheduling (Fort Lee, VA)
  • Project ManagementPrincipal for project controls, including: cost, scheduling for contract projects within Norfolk District and North Atlantic Division in locations at Fort Lee, Fort Eustis, and Fort Picket for work / repairs on: 49th Quartermaster Group Tactical Equipment Maintenance Facility, Barracks Building 3000, Air Force/Navy Dormitory, Permanent Party Chapel, Air Force and Navy Dining Hall, Company Operations Complex Facility (COF), Battalion Headquarters, and Regional Training Institute (RTI) for Project Management Total Project Value of ~$12M

 

08/08 – 07/14, Project Director, Fritz Island Wastewater Treatment Plant

Hill International, Philadelphia, PA (Reading, PA)

 

  • Directed and monitored fiscalmanagement system and project budget for ~6M (Consultant Fee [Management] Revenue); including ~$250M design/construction value program and construction management services contract for renovation of a federally mandated upgrade (City of Reading; 14 outlying municipalities; augmented city engineer’s staff) wastewater treatment plant designed to treat 28.5 million gallons of effluent daily; provided project and construction management services, including: establishing project management and controls systems, providing technical design alternatives support, communicated with regulatory agencies, including: PA Department of Environmental Protection, US Fish & Wildlife, Delaware River Basin Planning Commission
  • Responsible for preparation of the Value EngineeringStudy, which identified and recommended ~$100M in cost-saving measures for main WWTP project and still maintain compliance w/ the original Consent Decree
  • Managed the Capital Improvements Program (CIP); ensured projects prioritized, scheduled, and monitored via respective progress schedules/budgets; identified / prepared federal, state, and local funds request to offset project costsincluding grant applications totaling ~$20M; conducted Affordability Analysis within a Financial Planning and Analysis assessment and a Pro-Forma Model deliverable, identifying debt service for CIP
  • Liaised with project team of ~10 engineers/architects, lawyers, planners, financial analysts and city council members, city manager, mayor, and municipalplanning boards’ officials
  • Justified an Amended Consent Decree; saved program ~$150M and maintained system reliability and functionality

 

08/05 – 06/07, Lead Federal Engineer (06/COL/06)

United States Army Corps of Engineers, Vicksburg, MS

 

  • Directed the 2-year engineeringeffort (as commander) after Hurricane Katrina; managed the $1B emergency and response mission, coordinated disaster event activities, and directed ~5,500 responders from the Corps of Engineers; resolved concerns from dozens of contractors and sub-contractors; reported directly to FEMA Director, Nick Russo, for Mississippi operations while directly supervising ~20 team chiefs
  • Liaised with political and congressional representatives, including: Governor Haley Barbour, Senators Thad Cochran, Trent Lott; Rep. (now Senator) Roger Wicker, Rep. Chip Pickering, Mayor Connie Moran (Ocean Springs), Mayor Eddie Favre (Bay St Louis, MS) and other public affairs officials to resolve bureaucratic processesunder FEMA regulations established for typical 60-to-90 day emergency response period
  • Established field offices throughout affected counties, including: coordination, logistics, and admin requirements, set-up reportingsystems to track progress, monitor contractors, avoid fraud/waste/abuse; supervised two-year mission resolving problems, including: 20-million cubic yards of debris (disposal, landfill), ensuring environmental landfill compliance; supervised training of ~5,500 personnel in-mission to FEMA processes and job duties; responsible for integrating diverse, multi-state workforce

 

06/04 – 06/07, Colonel / District Commander (COL/06)

United States Army Corps of Engineers, Vicksburg, MS

 

  • Commanded a 1,100‐person, US Army Corps of EngineerDistrict including: ~300 civilian engineers, ~150 scientists, ~200 designers, and ~50 emergency management professionals, and ~700 workforce / laborers (with annual operating budget of ~$300M); managed 11 direct reports: Functional Area Directors of: Engineering, Operations, Emergency Management, Public Affairs, Safety, Internal Review, Program Management, Strategic Initiatives, Construction, Logistics, and Administration
  • Responsible for working relationships and briefing members of delegation, including: Mississippi, Louisiana, Arkansas senators, 15 other senators and representatives, plus local governments, industry, and citizens, meeting formally in DC; briefings in locations of 58,000 square miles / ~300 miles of Mississippi river geographic area, including flood-control reservoirs(10), locks / dams (9), and hydropower plants (3)
  • Managed a critical Mississippi River section leading to LA commerce portswith required maintenance assigned to Army’s only ‘Mat Sinking Unit,’ plus one of three dredging vessels, under a $300M annual budget (MS/LA/AR)
  • Established a Most Effective Efficient Organization (MEEO; “Malcolm Baldridge-like” model) where missionaccomplishment and efficiencies were tracked via internal reviews / updates; results were alignment of organization/labor force achieving a $2M annual savings (overall 15%)

 

08/03 – 07/04, Senior Leader / Logistics Officer (/COL/06)

Iraq Survey Group (ISG), J4, Baghdad, Iraq

 

  • Managed / supervised: Operations/FacilitiesManager, Logistics Manager, Port Operations Manager, Engineering / Infrastructure Manager, and Deputy Logistics Officer, with oversight to Iraqi nationals and US contractors; responsible for procuring equipment and execution of logistical, engineering, and transportation operations within Iraqi Theater of Operations during Operation Iraqi Freedom (OIF) and satellite operations in Kuwait and Qatar (oversight for purchasing agent in Kuwait who bought/shipped supplies to Baghdad)
  • Led reconstructionof Iraqi base camp (Camp Slayer), executed safe movement of personnel and the redeployment of thousands of tons of captured enemy military cargo including: Iraqi weaponry and equipment (intelligence value) and moved to US bases; streamlined operations in Iraq (Baghdad, Basra, Kirkuk, Mosul), Kuwait, and Qatar; supervised quality control-of-life (fitness center, barber shop, shopping annex, laundry facilities, movie theater) support, construction, and infrastructure projects (water, power generation, office space, operational areas) contracts valued at >$200M

 

07/01 – 08/02, Senior Army Staff Officer (LTC/05), Pentagon, Arlington, VA

 

  • Managed budgetof ~$15B annually in Army Funding and $70B Program (2003-2007), including funding for Base Operations Support, Military Construction, Army Family Housing, Force Protection, BRAC (Base Realignment & Closure) per senior leader guidance; provided recommendations on competing priorities for Army programs funded
  • Supported Army senior leadership, including: Secretary of the Army (civilian), Chief of Staff (4 star general), and OSD (Office of Secretary of Defense); after 9/11 supported Force Protection efforts to obtain an additional $2B in fundingfrom OSD for Force Protection items (security gates, barriers, guards) and reprioritization of $3.5B funding

 

06/99 – 07/01, Battalion Commander (LTC/05), 249th Engineer Battalion Fort Belvoir, VA

 

  • Led (commanded) organization and two sub-organizations: an Army field unit and a trainingschool, five field units (detachments) were in CONUS and three ‘overseas’ units in Hawaii, Korea, Germany; directly supervised seven leaders, ~150 soldiers (field units), and ~100 (school cadre and students); supervised a reserve unit, including ~50 soldiers in mission areas of Egypt, Korea, Thailand, Turkey, and the Balkans
  • Managed program valued at ~$55M, with an operations’budget of ~$6.5M; developed policies and action plans integrating and aligning dispersed units to mission vision
  • Supervised year-long, militarytraining course for field-unit inclusion; provided subject matter expertise input for curriculum design and development (under vision and operations alignment) for two classes annually with each class of ~20 student-soldiers

 

FORMAL EDUCATION:

 

  • 2003, Master of Science, National Securityand Strategic Policy, National War College, Washington, DC
  • 1992, Master of Science, Civil Engineering, Pennsylvania State University, University Park, PA
  • 1987, Master of Science, Systems Management, University of Southern California, Los Angeles, CA
  • 1982, Bachelor of Science, Civil Engineering, Pennsylvania State University, University Park, PA

 

CAREER TRAINING / CERTIFICATIONS:

 

  • 2017, Certification, Managerof Quality/Organizational Excellence (ASQ CMQ/OE), American Society for Quality (ASQ)
  • 2011, Project ManagementProfessional (PMP), National Certification
  • 2009, LEED Accredited Professional (LEED AP), National Certification
  • 1998, Joint Professional Military Education (Phase II), DoD, Norfolk NavyBase, Norfolk, VA
  • 1995, Professional Engineer(PE), Virginia

 

PRESENTATIONS / CONFERENCES / WHITE PAPERS / PUBLICATIONS:

 

  • 2013, “How to Compete and Win Federal Business,” AGC of America, Webinar Speaker, Hill Offices, Marlton, NJ
  • 2013, “Fritz Island Wastewater Upgrades Project: City of Reading’s Effective Use of Project Management,” Penn Tec, Lancaster, PA
  • 2008, “Lessons Learned from Hurricane Katrina,” Society of American Military Engineer’s (SAME), Philadelphia
  • 2007, “MSRFO Commanders Perspective,” Team Leader Workshop, Guest Speaker, Orlando, FL
  • 2007, “Briefing the Southwester Power Council” Southwestern Regional Hydropower Council and Conference, Vicksburg, MS
  • (additional presentations and publications – available upon request)

 

RECOGNITION / VOLUNTEER / TRADE ORGANIZATIONS:

 

  • 2017 – present, Member, American Society of Quality Assurance, Milwaukee, WI
  • 2013 & 2017, National Reconnaissance Organization (Client Commendation Letters)
  • 2012, Fritz Island Project (Commendation Letter)

 

  • 2011 – present, Member, Project ManagementInstitute (PMI), Newtown Square, PA
  • 2008 – present, Leader, Men’s Ministry, St Martin of Tours, New Hope, PA
  • 1999 – present, Member, The Army EngineerAssociation, Ft Leonard Wood, MO
  • 1995 – present, Senior Active Director, Society of American Military Engineers, Philadelphia, PA

 

Transferable and Key Words: Acquisition, Administration, Airborne, alignment, analysis, AP/AR, applications, architect, Army Corps of Engineers, asbestos, assessment, barracks, Base Closure and Realignment (BRAC), Battalion, benchmarked, budget, builders, business, C4ISR, capital-improvements, Civil Engineer, compliance, construction, contract, contractors, cost-savings, costs, curriculum, Defense, deliverables, design / design-bridging, development, Director, disaster, DoD, dredging, electrical, emergency, Engineer / engineering, environmental, environmental impacts, estimates / Estimators, Facilities, Feasibility studies, FEMA, Financial / fiscal, housing, hydropower, Infrastructure, inspections, Joint Forces, leadership, Lean Six Sigma, lessons-learned, Levee, liaison, logistics, Management / Manager, mechanical, military, municipal, Navy, operations, Organizational, OSHA, Pentagon, personnel, planning, policies, prioritization, processes, Procurement, Program Management, Project management, proposals, purchasing, quality assurance (QA), reconstruction, renovation, reporting, safety, Scheduling, Security, Supervisor, systems, training, transportation, vessels, wastewater, workforce

 

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