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Industry Type: Related Professions
City & State: Villa Park,CA
Job Title: n/a
Relocation Preferences: any
Objective: An executive-level leader, I fuse facilities and energy management/construction and supply chain/procurement with one common themecost control. Understanding that savings are found in the details, I introduce metrics, standardize systems, and analyze total cost of ownership across spend categories to identify and plug cost leaks. Adept in administering budgets of $50M+ and leading teams of 30 or more, I build support among employees, peers, executives, and the board.

Executing the interior build-out for 100+ big box retail locationsIntroducing an HVAC and refrigeration plan to cut $300K for a restaurant chainRemodeling a 90,000 square foot facility and spearheading the financial services companys relocationNo matter the industry, I implement Lean improvements for bottom-line impact. Consider:
Pioneered an energy strategy to cut usage 20%, stripping $7M in the first year alone and saving more each year as utility costs skyrocket.
Redressed 20%+ overspending in construction through bundled bids and architectural changes, capturing $250K+ savings on pending projects while reducing downtime for remodels from weeks to days.
Slimmed 500-vendor supply chain to 35 via RFQ process, and established procedures to shrink administrative burden; consolidated data to identify and resolve systemic issues and thereby minimize expensive service calls.
Uncovered $2M+ in unnecessary maintenance costs within new facilities, rallying a team to devise a solution encompassing construction quality and warranty policies.

Confident my methods will deliver the efficient, sustainable operations you are seeking, I welcome a meeting to discuss strategies. I appreciate your time and look forward to hearing from you.
Executive-level leader pre-positioning companies to withstand cyclic downturns and navigate critical turning points toward sustainable growth. Drives key cultural, operational, and tactical shifts, transforming divisions into strategic players with bottom-line impact. Expertise spans real estate, facilities, construction, and purchasing.
P&L responsibility exceeding $50M
Leverages total cost of ownership (TCO) analysis to realign spending priorities
Pioneered tracking/reporting functions to provide actionable data across full lifecycle of real estate contracts, facilities investments, and equipment purchases; presented $500K+ in annualized savings opportunities.
Reduced store downtime for remodels from weeks to days, minimizing profit loss and customer flight.
Slimmed pool of 500 vendors to 35 via RFQ process; established standard procedures to cut administrative burden and leveraged consolidated data to identify and resolve systemic facilities problems and minimize service calls.
Executed strategic market planning approach to remedy long-term repercussions of rapid, unplanned expansion
Uncovered $2M+ in unnecessary maintenance costs for stores open less than 18 months, rallying team to devise solution.
Achieved $100K annual savings through early renegotiation of leases; developed forecast data to target stores for closure.
Redressed 20%+ overspending in construction through bundled bids and architectural and design changes,
capturing $250K+ savings on pending projects.
Pioneered forward-thinking energy policies to maximize efficiencies and deliver increasing year-over-year savings
Cut energy usage 20% for $7M+ short-term annualized savings, and renegotiated utility contracts $1M downward.
Resolved system purchase misstep causing waste in 200+ stores, achieving board approval for phased replacement.
Seized $1M+ in immediate savings plus ongoing utility cost reductions by securing 80% lower wattage lamps at no cost.

Director of Store Development, Starbucks Coffee Company (2007 2008)
Led team of 30 with 5 direct reports with budget responsibility for 475 stores in California and Hawaii region, driving facilities scores from last in division to first.
Introduced personnel accountability, conducting performance reviews to create individual development plans, empowered team to positively affect P&L, and adjusted staffing based on ability to execute.
Initiated HVAC plan with $300K first-year projected cost reductions and added savings against rising cost of maintenance and energy.
Seized energy rebates and negotiated two-year retroactive payment, including $50K return on single equipment installation; automated identification/processing of additional rebates for previous, pending, and future upgrades.
Director of Maintenance and Facilities, PETCO Animal Supplies (2005 2007)
Directed $11M expense, $12M capital, and $36M utility budgets with national responsibility for 900 store locations and three-building corporate campus; introduced metrics and reporting functions with increased monthly expense, accrual, and usage tracking, providing basis for TCO strategy.
Established enterprise-wide energy initiatives, introducing usage monitoring, optimizing system settings, eliminating unnecessary overrides, and enhancing energy efficiency.
Transformed accounts payable landscape with 50% problem invoices, frequent late payments, and accounting problems into an efficient processing center capturing quick pay discounts of up to 10%.
Director of Purchasing/Facilities, Wet Seal, Inc. (2001 2005)
Turned around national facilities and purchasing departments; resolved one year of unprocessed/unpaid invoices and restored vendor confidence.
Achieved headcount reduction of eight by establishing policies, negotiating contracts, and standardizing vendor invoicing procedures, including scheduled, summary invoices to reduce processing time.
Analyzed in-store usage item by item and sales trends to adjust buys; stripped $1M annually in shopping bag costs alone by optimizing size selection and reducing weight of smaller bags.
Manager of Purchasing and Maintenance, HomeBase/House2Home (1998 2001)
Spearheaded facilities overhaul to support corporate re-conception as housewares/home dcor superstore; upgraded 100+ big box home improvement centers to create inviting customer environment, planning and executing interior build-out and merchandising overhaul.
Directed $5M annual spend for facility repairs, maintenance, HVAC, and energy management.
Previous Experience: Manager of Support Services, Orange County Teachers Federal Credit Union
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