$40 million, 250,000 sq. ft., new 460v electrical service; new telecommunications systems.

Managed infrastructure upgrade of AT&T’s corporate headquarters (NYC).   This was a fast-track design-build undertaking whereby AT&T consolidated operations, economized real estate usage, and sold its flagship building in NYC to a high technology-oriented owner, and remained as the anchor tenant.

	Provision of value engineering services – recommend design and engineering options that meet budget constraints, and schedule.  Provide material substitutions.
	Served as the liaison between AT&T’s program manager, real estate asset manager, operations personnel, architects, engineers, code consultant, and telecomm. consultant.
	Internal consulting to AT&T’s real estate team including broker (Eastdil) and prospective buyer (Rudin Management).
	Ensured that construction and engineering activities were congruent with the operational needs of the building.
	Ensured that Barney Skanska’s engineers coordinated activities to dovetail with building operations including facilitating maintenance.
	Reconciled project costs; maintained and updated budgets; provided general conditions and cash flow projections, and tracked general conditions efficiencies relative to construction progress.  This was done across an increasing number of sub-projects
	C. of O. conversion of building to expedite sale of building.
	Additional work on non-AT&T floors to allow for early occupancy of new tenants.
	Infrastructure upgrades (demolition, abatement, and electrical) requested by new owner.
	Managed bidding process.  Conform to AT&T’s quality management program (ISO 9001).  Pre-qualified vendors and contractors.  Reviewed scopes of work for accuracy and completeness Reviewed bids for technical content, contract compliance, scope compliance, specification compliance, and schedule adherence.  Negotiated pricing with contractors.
	Completion of $500,000 fire alarm system upgrade project in six months.  This was a project that was ongoing for four years and which was mis-managed by previous parties to the extent that AT&T had to hire Barney Skanska as the CM to solve a host of problems.  I managed to resolve the technical and engineering problems, lack of administrative management and controls, and absence of estimating and purchasing documents.  I researched existing documents, recreated the contract, and established new, accelerated milestone dates for completion, testing, and inspections.
	Successfully completed the replacement of the building’s cooling plants including chillers and cooling towers (during the winter of 1998).
	Renovated corporate kitchen and cafeteria (1998) - $1.5 m, 15,000 sq. ft. in 12 weeks.  This included new food service equipment and significant electrical upgrades.  We saved AT&T $100,000 by making several bidding strategy decisions that contradicted AT&T’s findings.  Our steadfastness proved to be essential, and was appreciated by AT&T after favorable results were delivered.

OFFICE CONSTRUCTION

Project : METLIFE   $12 million, 175,000 sq. ft., offices and data centers.       Project : UNICEF (1996)   $6.2 million, 97,000 sq. ft., six floors with a 24 hour data center.       Projec t : FOLEY SQUARE COURTHOUSE (1992 – 1995)   $130 million, 750,000 sq. ft., forty two state-of-the art courtrooms, 41 judges chambers, public assembly areas, 15,000 sq. ft. ceremonial courtroom, kitchen/cafeteria, and detention center.        Project : ITT SHERATON / SHERATON NEW YORK   INFRASTRUCTURE UPGRADE (1990 – 1991) $95 million       TECHNOLOGY / PROJECTS Toronto Transit Commission / Systems Implementation for Subway Monitoring and Control / $17M / Toronto, ON SEPTA / Civil, Electrical and Signaling Construction for Subway Infrastructure Upgrade / $70M / Philadelphia, PA MARTA / Systems Upgrade / $2M / Atlanta, GA KCRC / Subway Extension / $5M / Hong Kong Amtrak / Chicago Union Station / $2.5M / Chicago, IL