Caitlin E. Tyndall
Project Director, Corporate office
Charlotte, NC · (631) 555 0134 · name@example.com · linkedin.com/in/caitlinetyndall
Key Qualifications
EXPERIENCE
Twenty two years in commercial construction, nine as a project director over a portfolio
INDUSTRIES
Corporate office, retail, higher education, light industrial and municipal buildings
SPECIALTIES
Guaranteed maximum price and lump sum delivery, buyout strategy, subcontractor prequalification, change order and claim resolution, project staff development
SYSTEMS
Procore, Bluebeam Revu, Oracle Primavera P6, Sage 300 Construction and Real Estate, Power BI
CREDENTIALS
Project Management Professional; North Carolina unlimited general contractor license number 78241; Occupational Safety and Health Administration thirty hour construction card
EDUCATION
Bachelor of Science in construction management, North Carolina Agricultural and Technical State University
Executive Summary
Project director for a regional commercial general contractor in the Carolinas, accountable for a portfolio of six to nine active jobs worth 240 million dollars a year and for the twelve project managers, engineers and assistants who run them. Twenty two years in construction, nine of them directing a portfolio rather than a single job.
Signature Achievements
- Delivered twenty six projects worth 690 million dollars over four years at an average of 1.4 percent under the guaranteed maximum price, which returned shared savings to five repeat owners.
- Shortened the average buyout cycle from ninety one days to fifty eight by prequalifying subcontractors before the bid rather than after award.
- Recovered 2.9 million dollars of a 4.1 million dollar delay position on a corporate campus by building a time impact analysis off the accepted critical path method baseline instead of trading narrative letters.
- Held requests for information older than fourteen days to under five percent of the open log across the whole portfolio after moving every job onto one Procore workflow with named reviewers and due dates.
- Lifted portfolio gross margin from 6.2 percent to 8.8 percent by declining three poor fit pursuits a year and moving those estimating hours into negotiated work.
- Promoted seven project engineers into project manager seats in six years and lost a single project manager to a competitor across that stretch.
Professional Experience
Project Director
Carolina Pinnacle Builders, Charlotte, NC 2019 to present
Portfolio of six to nine active commercial projects between 8 million and 74 million dollars, twelve salaried project staff, 240 million dollars of work in place a year.
- Own the guaranteed maximum price on every job in the portfolio from the preconstruction estimate through final application for payment and closeout.
- Chair a monthly cost review on each project covering the schedule of values, cost to complete, pending change orders and earned value against the cost loaded schedule.
- Approve every subcontract above 500,000 dollars and personally lead buyout of the mechanical, electrical and enclosure packages.
- Assign, coach and appraise the project managers, and run succession planning for project manager and superintendent seats.
- Sit on the risk committee that decides which pursuits the company bids and what contingency each one carries.
Senior Project Manager
Piedmont Crossing Contractors, Greensboro, NC 2014 to 2019
Single projects between 20 million and 60 million dollars for institutional and corporate owners.
- Ran a 58 million dollar regional headquarters from notice to proceed to certificate of substantial completion two weeks ahead of the contract date.
- Settled 214 change orders across five projects with no unresolved claim left open at closeout.
- Maintained the critical path method schedule in Oracle Primavera P6 and ran weekly pull planning sessions with the trade partners.
Project Manager
Catawba Valley Construction Group, Hickory, NC 2004 to 2014
Progressed from project engineer to project manager on retail, grocery and light industrial work up to 18 million dollars.
- Managed submittals, requests for information, procurement and monthly applications for payment on four concurrent stores.
- Cut the retainage still held at closeout by turning over as built drawings and operation manuals before substantial completion.
Licensure and Certification
Project Management Professional, Project Management Institute
North Carolina unlimited general contractor license number 78241
Occupational Safety and Health Administration thirty hour construction card
Member, Associated General Contractors of America
Education
Bachelor of Science in construction management, North Carolina Agricultural and Technical State University, 2004
Certificate in construction financial management, Clemson University, 2016
Core Skills
Guaranteed maximum price delivery · Buyout strategy · Subcontractor prequalification · Change order negotiation · Schedule of values · Critical path method scheduling · Earned value analysis · Claim avoidance · Staff development · Owner relationships · Procore · Oracle Primavera P6