Professional History

2000-Present Operations Controller, Stevens Engineers & Constructors

Manage wide range of operational activities for all divisional projects. Direc
tly supervise ten individuals ranging from payroll, cost accountants, and projec
t engineers.
Directly responsible for the conception and the implementation of automated cos
t tracking system which has provided immediate and accurate earned values and pl
anned values. This analysis will enable Stevens to increase profits while proje
ct is in progress. Earned value management is preferred tool to manage costs an
d schedule issues within a project.
Provide executive board with a detailed analysis of the status of all projects
within the division. The analysis is directly involved in the income statements
. Responsible for 25 to 35 projects totaling $80 to $150 million per year. Bee
n involved in broad range of industries including industrial, metals, power, and
chemical. Projects include all contract types such as cost plus, design-build,
lump sum, fixed fee, etc.
Measure and provide productivity details and summaries to field supervision as
well as upper management. This analysis allows field supervision to make approp
riate business decisions. It also supplies estimating an overview of Stevens ca
pabilities and competitive advantages.
Co-lead a continuous improvement team. Team relentlessly pursues excellence in
projects. One team objective includes avoidance of potential difficulties in t
he implementation process and successful use of earned value management system.
In order to reach goals, team must improve all processes of accounting and proj
ect management.
Developing with scheduling an improved time-based schedule performance index.
Training of employees across the corporation in project management tools availa
ble and new to the corporation. Directly work with accounting software represen
tatives for improvement.
Responsible for reviewing the identity of scope escalations and tracking to dra
stically improve project change management. Assisted in the development of web
interface between projects and accounting.
Coordinate construction activities among subcontractors and serve as a liaison
between contractors and owner.
Assist accounts receivable and payable.
Responsible for the development of rental equipment rates.

1998-1999 Transportation Analyst, Columbia Energy Services

Developed load curves for major retail customers using forecasting methods to e
stimate future usage, essential for maintaining profitable spreads between gas p
urchase and sell prices.
Provided monthly material variance reports to senior management that quantifies
variances between actual gas usage and load projections. Material variances ar
e researched and reported to senior management.
Attained an allowable tolerance of 99%, which significantly reduced penalties a
nd increased profits for the major accounts division.
Education & Training
2003-2005 Masters in Business Administration
University of Phoenix
The program develops professionals in defining business problems, assess inform
ation, consider alternatives, and choose the best decision.
1993-1997 Bachelor of Science in Mathematics Business Option
Pennsylvania State University
This degree teaches the student to combine mathematical principles and financial
practices to solve business problems.
2001 OSHA 10-hour Training Course
Computer Skills
Proficient in all 2003 and 2007 Microsoft Office applications. Proficient with
various project control systems and accounting systems.
Affiliations
2007-Present Association for the Advancement of Cost Engineering (AACE)