Tecta America, Baltimore Maryland June 2012 July 2013
Largest nationwide commercial roofing contractor. Green,Sustainable,Solar $400 M annual revenues.
President Tecta America East
Strategic business and financial leader directing operations, leading business development for three companies integrated into Tecta America East in five locations across the northeast. Developed and implemented a strong business growth model and leadership team across the region expanding the service delivery to include the total envelope of the building/campus/complex.
Organizational development bringing three companies into a winning culture by developing consistent processes, procedures, policies, setting strategic organization goals and measuring performance through key performance indicators.
Implemented project absolutes to focus on delivery of projects and accountability.
Implemented Estimating principles and review process to eliminate estimating errors and provide quality proposals.
Instrumental in the development of a safety leadership team, training, culture to eliminate all incidents and accidents.
Developed and implemented employee recognition and safety incentive program
Implementation of a sales driven organization to include responsibilities and accountabilities at all levels of the organization. Integrated marketing strategy into social media.
BRYAN ADAMS, CFM Page 2 badams37[at]austin.rr.com
JACOBS Engineering, Cypress, California 2009 to June 2012
Global Program/Project/Construction/Facilities Management & Major Development firm. $12B annual revenues.
Program Director/ Management of Program/Projects
Responsible for managing a line of business for Global Buildings to include multiple clients and programs which included BP Carson refinery, Arizona business market, and executive oversight of 213 court facilities for the California Administrative Offices of the Court, which include an operating budget of over $90M, through 2 senior leaders and 180+ subordinate managers and indirect reports.
Developed strategies to take $10 million out of the operating budget through reduction in redundant services, process and procedures, regional approach to staffing, bulk bidding of contracts and services. Turnaround of a annual $2 million loss into a $5 million annual gross profit.
Cultivates partnerships with internal and external customers to align business objectives with delivery of assets and services.
Effective in translating company/client economic and business environment into real estate and facilities operation effective strategies.
CB RICHARD ELLIS / TRAMMELL CROW COMPANY, Austin, Texas May 2005 to Dec 2008
Global facilities / property management, development, and brokerage firm. $8B in annual revenues.
Regional Director, Facilities Management (2007 to Dec 2008)
Led operations for the Siemens account, a $40M annual budget, with 7 senior managers and 67 indirect reports. Directed facilities management for 12M sq ft distributed across the US at 150 sites in business categories including manufacturing / industrial, IT, and commercial / high rise office buildings.
Implemented strategies to maximize revenues/margins, cost control, exceed customer expectations.
Cultivated relationships with customers, including analysis of customer needs, development of responsive solutions, and capitalized on opportunities to increase strength of relationships.
Achieved a 1% favorable variance on a $40 million operating budget over 2 years
Senior Facilities Site Manager/ Deputy Alliance Director (2005 to 2007)
Directed facility operations for British Petroleums (BP) Americas Headquarters and 6 senior managers with 150+ indirect reports. Managed an operating budget of $45 million and a capital budget of $350 million.
Oversaw multi-site locations with 8,000 BP staff, global data center, and led the development of a 52 acre property in the energy corridor in Houston, Texas.
Spearheaded effective programs for health & safety, security, maintenance, cafeterias, site development, and parking.
Maximized value for the company and BP by achieving 102% and 107% of annual key performance indicator (KPI) objectives, while maintaining a zero rate of major safety issues