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March 1996 to October 1997





In March 1996 the owner of this firm requested I take over the day to day operation of the company and allow him to recover from a disabling injury.


Review of the company financial status revealed that it was in debt to the employees and most of its vendors in amounts that had been building for two years.


I implemented a steady and programmed expansion under my leadership that eliminated the debt of the past and produced a gross income of more than $1.5 million within six months.  We had grown to a staff of 12 in the field and an office staff of three to maintain records and keep finances current and were showing a net profit over 20%.


Our total output for the period included constructing an explosives plant and storage area, over 40,000 lineal feet of utility conduit and pipeline, 5 miles of 1,000 psi steel water line, 40,000 feet exploratory drill roads, an 8 million ton flyash disposal site and maintenance of leach heaps for mines in the Mojave desert.


January 1996 to October 1997



The initiation and development of an underground construction division for a temporary electrical company provided one of my greatest challenges. Power Plus was very successful providing temporary power and had existed for 25 years developing and servicing this industry. They wanted to provide underground construction to take advantage of deregulation of the electrical utility service industry.


After an exhaustive interview and selection process, I was selected based on my diverse background and pioneering experience.  These qualities were what the company sought to lead its efforts to profitability.


The company wanted to be active in markets in Southern California and Las Vegas and had developed clientele in both areas.  The Southern California operation was basically a loose organization of Independent Contractors and sub-contractors that were not effective and their interests were not necessarily that of Power Plus. The Las Vegas operation include a Project Manager and two field managers with crews producing approximately $40,000 per month in income at a loss to the company.


I began with a review of the procedures and accounting for the jobs previously attempted.  I developed a strategy and database program to produce past and current project cost data for a history of the company’s efforts. I provided the qualifying General Engineering and Pipeline Contractors license to allow for additional operations.


Authoring and presenting a training program for the marketing and sales staff provided an understanding of what products we could provide as we increased our capabilities.


The next challenge was the training of the executive staff in basic methods and procedures employed to produce a profit in a business of which they knew very little. I produced a role-playing seminar for all involved in the management of financial and other resources for the new division. This program was presented in a four-hour session that provided valuable insight and assisted the administrative resources in development of the division.


I trained an estimator for the Las Vegas operation while personally performing the estimating functions for Southern California to get some control of the consistency in estimating.  The joint development of an estimating method and history assured maximum flexibility as weaknesses in the process became apparent.


Over the 18 months managing the division, I trained, developed staff proficiency and managed two geographically diverse programs. My attention was largely directed to the Las Vegas area where the production volume increased over six months to an average of $300,000 per month.  The Southern California operation lagged due to my attention in Las Vegas, however, I did manage to keep a small crew busy.


During the training period for the staff in Las Vegas, I continued to manage a small crew in Southern California to get the program rolling in that market.  My responsibility included every facet of the growth of the markets in which we were becoming established. During my tenure, Southern California lagged due to the existing partially developed program in Las Vegas. The lag was largely due to my limited ability to personally provide marketing, estimating, project management and field management. I chose to limit management staff to keep overhead cost under control.


The Las Vegas section operated as a subcontractor to the Nevada Power Company in the installation of electrical facilities.  When Nevada Power decided to tighten the requirements for participation in the program, I authored the response to the RFQ, a Comprehensive Quality Control Plan and other necessary program submittals to win one of the contracts with Nevada Power.  Power Plus was selected as one of only half of the applicants who competed for the contracts.


After 18 months of building and providing a small profit from the operation, the company decided upon a beneficial alliance with an established company that would reduce the risk to Power Plus while providing a limited income.  This alliance eliminated the necessity for my position.

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