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Construction – Operations/Project Manager
Construction
Construction – Operations/Project Manager
Company Size & Timeframe
$20+ million in revenue
3 days/week for 11 months
Results
15% revenue growth (year over year) while absorbing expenses from the reorganization
20% reduction in administrative support time and cost
Maintained project margin distribution
50% reduction in resource planning time
Company Profile & Position
Multiple partners
Interim Managing Director of Project Management, Advisor to the Board
Situation
Challenged to reach growth objectives
Too much dependency on one market segment
No IT strategy
Implementation
Realigned organization from being geography-based to targeted industry-based
Developed and implemented QA/QC processes and procedures
Introduced a centralized PMO to manage and report resource utilization
Implemented PMO software
Realigned job descriptions and compensation for key management and partners
Implemented KPIs linked to measurements at managerial and executive levels
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