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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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