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Work History

Oct 2011Present

Strategic Program Manager

Oregon Department of Transportation
  • Intermodal Oregon Program Manager, leading the strategic transformation initiative to focus the Agency on an integrated transportation system, not one based on modal divisions. 
    • Responsible for scope, schedule, budget, and stakeholder engagement.
    • Responsible for designing the strategic vision, leading work efforts, managing the communication methods and key messages, and collaborating with the Division Administrators to achieve the initiative objectives. Develop program rules and policies, long and short range goals and plans.
    • Evaluate Agency progress towards meeting program goals and objectives. Prepare and manage program budget.
    • Provide direction and leadership to staff assigned to program work. Manage and assign daily activities, review and evaluate work products and provide feedback regarding performance.
  • Division lead for technology and tools innovation, representing Highway Division on various agency boards and committees. Identify, test and implement new technology and tools to support Agency efficiency and effectiveness. Co-led the Intermodal Leaderhsip Team's 2015 effort to develop a strategic framework for Connected and Automated Vehicles at ODOT.
  • Executive Sponsor of the Transportation Leadership Programs, enhancing the development of front-line staff to upper-level managers with Agency leadership skills.
  • Active member of the Highway Division’s senior management team, assisting the Highway Division Administrator leading the division statewide. Represent Highway Division on various statewide teams. Lead work plan items and improvement efforts across the division.
  • Co-sponsored the development and implementation of ODOT’s continuous improvement methodology (the ODOT Change Framework), in a deliberate way to empower and engage all staff in fact-based problem solving with sustainable results.
Jan 2011Sept 2011

Region 2 Manager (Interim), PEM-H

Oregon Department of Transportation
  • Led a staff of approximately 570 in the design, development and implementation of complex multi-modal transportation systems for Region 2's nine county geographical area (Clatsop, Tillamook, Yamhill, Marion, Polk, Lincoln, Benton, Linn and Lane Counties).
  • Set direction for region, policy, programs, goals, plans and performance. Provided direction and leadership to Region staff in the areas of plan development, project design, contract construction, and ongoing maintenance to ensure quality results in the most cost effective manner.
  • Led the Region in working with officials, legislators and technical staff of affected jurisdictions to develop and ensure the development and implementation of short- and long-term transportation plans and programs.
  • Coordinated and built consensus among multiple local and regional governments, business and industry, and special interest groups on transportation policies and projects within Region and State.
Dec 2007Dec 2010

Office of Project Letting Manager, PEM-E

Oregon Department of Transportation
  • Managed the staff and work of the Office of Project letting team responsible for the pre-contracting phase of ODOT's highway construction projects.
  • Led senior engineering staff responsible for Construction Cost Estimating, Specifications for Construction, Construction Pre-Contracting (Pre-letting) and Design Quality Assurance units.
  • Responsible for setting strategic vision to develop, recommend, deliver, and facilitate policy direction to and with statewide leadership teams for complex technical issues with statewide implications.
  • Led Technical Services in working with technical staff of local jurisdictions and ODOT staff to develop, implement, and evaluate short and long-term construction contracting plans, rules, policies, strategies and procedures.
  • Received the 2009 ODOT Project Delivery Excellence Award for vision and delivery of the American Recovery and Reinvestment Act (ARRA) contracting workload, helping to place Oregon in the top group of states nationally with swift ARRA obligation.
Dec 2006Nov 2007

District Manager (Interim), PEM-E

Oregon Department of Transportation
  • Managed Maintenance and Operations staff and managers for District 8 (Josephine and Jackson counties in ODOT's Region 3) consisting for four maintenance areas, plus crews assigned to maintenance, bridge, electrical, sign, permitting and the regional dispatch center.
  • Responsible for the management of all maintenance and operations of the State Transportation system, bridges, and related facilities within the district, including personnel. Managed hiring, evaluating, and training employees.
  • Developed and maintained key relationships between ODOT and local agency representatives and staff to facilitate ODOT’s mission emergency events as well as daily partnerships.
  • Responsible for the development and management of the District 8 biennial budget of approximately $100M.
Jul 2004Nov 2006

Project Leader

Oregon Department of Transportation
  • Managed Project Development Teams from initial scoping through design phase to contract-letting on projects ranging from simple preservation to complex OTIA III bridge replacements to environmental assessments.
  • Responsible for scope, schedule, budget, and stakeholder strategy and involvement for all assigned projects with project budgets ranging from $200K to $25M.
  • Led 40+ engineers and technical staff to deliver integrated design solutions.
  • Led Region 3 and Statewide PL effort for Resource Management System (MS Project).
Jul 1999Apr 2004

Construction and Capital Manager

The Procter & Gamble Company

Progressively increasing responsibility supporting capital projects and construction in a fast paced demanding manufacturing environment

Dual role as Site Construction Manager at the Global Business Unit’s most profitable manufacturing site.

  • Responsible for the interface between construction and the 24-7 manufacturing facility, including both daily problem solving, and converting strategic business direction to short and long-term priorities for the organization.
  • Responsible for average construction staff size of 250 (peak 700), 50 contract engineering staff, $40M in construction controlled spending fiscal year 2003 - 2004.

Dual role as Site Capital Cost Manager and Project Manager at the Global Business Unit’s most profitable manufacturing site.

  • Responsible for developing people and systems for capital cost control, supervised cost engineering contractors, and evaluated all costs prior to funding.
  • Project Manager for strategic capital projects and product initiative launches.
  • Promoted to Department Manager level in June 2003.

Responsible for Cost Engineering systems, planning, and organizational development for the North American division of the Global Business Unit.

  • Coordinated and produced capital cost estimates, sourcing studies, option studies, trending, change management, bid evaluations, and related cost engineering functions
  • Prepared and established budgets for selected capital projects ranging from $1M to $500M. Coordinated contractors and other internal resources on projects totaling $150M.