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June 1985 to October 1985

DEVELOPER: PACIFIC ISLAND DEVELOPMENT, NEWPORT BEACH, CALIFORNIA

PROJECT: RIVER RUN, CORONA, CALIFORNIA. (APPROXIMATELY 100 ACRES IN A HISTORIC RIVERBED DEVELOPED FOR THE CONSTRUCTION OF SINGLE AND MULTI-FAMILY HOMES.)

I managed the grading and placement of settlement monitors in low areas of the project while constructing a temporary channel to confine flood flows. Street improvements required for the future development were an integral part of this project.

 

The most prominent example of my ability to resolve complex issues with simple cost efficient solutions on this project is displayed in the construction of a lining for the temporary flood control channel. The project engineer and soils consultant had specified 2% soil cement as walls for the temporary channel. This method was specified due to the expectation that the channel would be in service for at least two years while the building pads settled to allow construction of the permanent channel. The cost of the soil cement lining was estimated at $360,000. I designed and installed a temporary channel lining utilizing two geofabrics that protected the walls of the channel and could be easily removed later. We built the alternate lining that provided excellent service for the next four years for $60,000.

 

October 1985 to October 1986

DEVELOPER: BOWER DEVELOPMENT, NEWPORT BEACH, CALIFORNIA

PROJECT: POMONA TOWNE CENTER, POMONA, CALIFORNIA (URBAN REDEVELOPMENT OF 16 SQUARE BLOCKS IN A DERELICT SECTION OF THE CITY.)

Management experience on this project began with the installation of three miles of large diameter (24) sewer. The installation of all drainage, water, gas and electrical facilities eventually were added to my scope of work as the Offsite Construction Manager.

 

This project included the demolition and restoration of hydrocarbon contaminated commercial sites and the demolition of derelict buildings constructed of masonry, wood framed stucco, lightweight steel and wood framed metal siding.

 

This project was completed on time and within budget despite several stumbling blocks presented by the agency and existing residents in the area with conflicting agendas.

 

October 1986 to March 1988

GRIFFITH HOMES, ORANGE, CA

I worked as a Vice President level offsite and infrastructure Manager for this land development company. The only memorable accomplishments during this time (besides day to day operations) were the negotiation of drainage and access conflicts the developers had innocently created. My past experience in engineering design and the legal aspects of subdivision were utilized to forge creative programs to economically resolve issues others had not been able to put to rest.

 

I had the unique experience of directing a grading and improvement program in an environmentally sensitive alcove for Griffith Homes. This project allowed the disturbance and modification of only the street and immediate pad areas while leaving the remaining area untouched. This type of project, unusual to Southern California had stalled while waiting for someone with the skill to field design transitions into sensitive areas with the least disturbance to the surrounding area. My efforts rewarded a confidence the residents in the area had instilled in our company by providing a minimum intrusion improvement to a small, close community.

 

March 1988 to June 1988

DEVELOPER: LAMONT FINANCIAL, SAN DIEGO, CALIFORNIA AND CHICAGO, ILLINOIS

PROJECT: IVEY RANCH, OCEANSIDE, CALIFORNIA

(1500-ACRE MASTER PLANNED RESIDENTIAL AND COMMERCIAL SUBDIVISION DEVELOPMENT)

This project had stalled in construction and the developer was having little success in protecting the constructed improvements from the elements while finishing the project. The portions of the project that would generate sufficient capital to complete it were stagnating, halting the entire project at a tremendous expense to our client.

 

I immediately took to task completing the most critical elements (those delaying developed lot sales) of the project while scheduling and preparing the remainder of the project for completion.

 

After the dismissal of the existing management staff, I provided hands on daily management of the critical elements of the project to get it back on track within 90 days. The time required to get the project back on schedule was jointly utilized to organize the remainder of the project for completion. This time frame was adequate to organize the elements necessary to allow completion by a subordinate manager with minimal support.

 

The actual dollar impact of my contribution to the project was never calculated. However, the developer was perilously close to bankruptcy before the intervention of professional management I provided.

 

A major contribution on my part was convincing the agency and public utilities that the person managing the project was experienced in construction and administration of such developments. This assurance provided the impetus for a new relationship with the public entities and renewed trust in the developer

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