GREGORY MACKSOUD

Senior Program Manager/Civil Engineer

125 Ocean Parkway, #2B Business/Home 347.935.7280/347.689.8210
Brooklyn, NY 11218 Email: gm8fae0a@westpost.net
SUMMARY
More than 19 years of diversified project and program management experience in t
he construction industry. Proven
ability to lead all phases of design and construction across multiple industries
. Highly skilled at planning, designing,
scheduling, budgeting, estimating, costing, contract negotiations and sub-contra
ctor supervision. Extremely capable at
managing and directing multiple projects simultaneously, with budgets ranging fr
om $500,000 to over $250 million.
Proven ability to complete projects on time and within budget. Have expertise in
project cost estimation and contract
negotiations with vendors, subcontractors and clients. Thoroughly experienced a
t serving as liaison to clients,
engineers, architects, and government officials. Vast knowledge in general buil
ding trades, both union and non-union,
change orders, purchasing and inventory control. Outstanding communication skil
ls.
WORK EXPERIENCE
Senior Program Manager, The Louis Berger Group, World Trade Center Construction,
WTCC Transportation
Hub (currently under construction), New York, NY, 2007-2010
* Established and maintained strong network among stakeholders of World Trade Ce
nter construction project ($3
billion), with the Federal Transportation Authority (FTA), the Metropolitan Tran
sportation Authority/New York
City Transit (MTA/NYCTA), Port Authority of New York & New Jersey, NYCDOT, NYCDO
B, and the City of
New York Planning Division.
* Responsible for the construction coordination at the World Trade Center Site a
s it related to the MTA
CC/NYCTA, Silverstein properties towers 1,2, and 3, and the transportation hub.
This included: blasting bedrock
within site, crane erections, tie-back program, mini pile program, temporary loa
ding of the 1 Cortlandt Street
Subway Station, permanent load transfer of the 1 Cortlandt Street Subway Station
, earth removal below the station
box, and bracing the box. Additional responsibilities included, overseeing the
design and construction of the earth
retention program at the interface points with the transportation hub and the th
ree (3) towers, and settlement
remediation programs for the 1 Cortlandt Street Station, R/W Station, and E-Line
Platform.
* Led the design, engineering, and bid processes of various transportation proje
cts: 1 Cortlandt Street Station, R/W
Cortlandt Street Station Southbound south platform, R/W platform interface with
the Oculus, connection from the
R/W platform to Tower 4, connection from the R/W platform to the E Line platform
, connection from the E Line
platform and Tower 2.
* Saved the Port Authority 50 to 100 million dollars in design and constructi
on fees and six months on the overall
schedule by identifying key design and construction issues with the 1 Cortlandt
station.
* Played a key role in the redesign of the 1 Cortlandt Street Station structural
support system by identifying major
impacts to the schedule and budget that would ultimately affect the opening of G
reenwich Street (required to
transport people to the Memorial site).
* Helped develop the Access Agreement between the MTA CC/NYCTA, the developer, a
nd the Port Authority,
which allowed the developer to place structural columns through the NYCT "E" roo
f and platform levels.
* Developed the cost-sharing model and was a key participant in the development
of the responsibility matrix for
site wide projects.
Senior Project Manager, Phumelela Africa, Soccer City Stadium
Johannesburg, South Africa, 2006-2007
* Provided comprehensive construction administration and management services dur
ing preconstruction and
proposal stages, design, bidding, permitting, contractor selection, negotiation,
contracts; and construction on a
$300+ million budget.
* Managed demolition of the existing FNB Stadium and headed the design of the pr
oposed Soccer City Stadium for
the 2010 World Cup matches.
* Acted as liaison between government agencies, South African Federation of Athl
etics (SAFA), contractors,
engineers, design architects and clients.
* Utilized techniques in conflict resolution and communication to lead a complex
multicultural South African work
force.
* Integrated an aggressive project design program, saving $1.5 million within 8
months.
* Cut costs by initiating and implementing the feasibility study, which led to t
he substitution of fiber glass-concrete
exterior cladding in place of steel, reducing costs by $1 million.
* Developed cost reduction options, facilitating savings of $5 million through q
uality control, research and value
engineering that provided technically viable alternative products to meet custom
er needs.
* Successfully reached milestones by monitoring daily activities of the design a
nd construction teams.

Director of Construction, JH Mack LLC, Multipurpose Venue, United States Tennis

Association
Teaneck, NJ,
*
2004-2006
* Directed and supervised project administration, project superintendents, and e
ngineers.
* Developed tracking schedules for managers, which increased filed productivity
by 25%.
* Mitigated scheduling and budget problems through constructability review of co
ntract documents and construction
methods and procedures.
* Apprised clients of project status from inception to construction: reviewed an
d analyzed plans, prepared cost
estimates, developed and supervised teams for field work, coordinated pre-constr
uction meetings and led weekly
meetings with jobsite personnel.
* Conducted training meetings for managers, which decreased change order claims
by 30% through eliminating field
errors
* Established operational priorities and maintained relationships with owners, s
ubcontractors, and unions.
* Evaluated bid documents, ensuring full compliance throughout design and constr
uction phases; coordinated with
client regarding operational guidelines.
* Achieved a total buyout savings of $8 million.
* Created an additional $1 million of value engineering ideas on each building t
o keep project under budget and on
schedule.
* Successfully negotiated construction change orders from $1.5 million to $0 by
keeping impeccable records of
events and training my supervisory to familiarize them with both "in-scope" and
"out-of-scope" work items.
* Interviewed, hired, and coached team members; conducted performance evaluation
s and identified key personnel
for advancement into positions of higher responsibility.
* Managed construction scheduling and created critical path schedule, interfacin
g with client to review job progress
and to propose value-engineering options.
* Specialized in turning around poor performing and difficult projects and the s
uccessful delivery of high-profile
projects with sensitive clients.
Director of Construction, Steve and Barry's University Sportswear,
Port Washington, NY 2002-2004
* Planned and managed new builds, renovations, remodeling upgrades, and addition
al construction for 65 stores
across the US.
* Oversaw and managed large-scale ("Big Box") construction projects up to 280,00
0 sq. ft. and $10 million dollars.
* Established milestone management schedule for new store construction that allo
wed for overall coordination of
multiple departments, resulting in reduced time to market and reduced pre-openin
g expenses.
*
* Implemented new accounting software and a change-order management system that
provided executive
management with reliable cost tracking for the first time.
*
* Directed a construction management staff of eight direct reports and a total s
taff of 30 (construction managers,
construction cost control, construction procurement, and fabrication shop).
* Analyzed cost savings ideas to reduce store project costs by $3 million (28% o
f total project cost). Provided
direction and input around the property size, building materials, building metho
ds, building size layout, site
material finishes, equipment type and purchase vs. leasing for project. Result:
presented a new smaller sized
building; cheaper building material finishes to the interior and exterior, purch
ase/lease smaller sites, used less
expensive materials and implemented a better purchase program. The total propose
d cost savings was $1.5 million
(15%).
* Required to reduce the project schedule by from 12 to 4 weeks on a Payless Sho
e Store. Met with the design firm
to reduce four weeks from the design and permitting schedule. Also, directed the
 General Contractor to reduce
their schedule by four weeks. Agreed to expedite critical path equipment through
10-12 hour work days and
weekends. The increased project budget of $80K was approved by the client's repr
esentative and the result of
these actions led to the successful completion of the store ahead of schedule.
* Set up preventative maintenance programs and performed saving analysis as foll
ows: $130,000 annual savings
with new lighting, variable drive on pumps, air handlers and cooling towers; $26
,000 annual savings by retrofitting
incandescent bulbs to fluorescent; $80,000 annual savings by using in-house labo
r vs. outsourcing.
* Provided cost savings analysis; reduced overtime labor at fixture fabrication
plant by 50% for a total savings of
$300,000; introduced national account construction material purchasing, resultin
g in an average savings of $1.5
million per store; and introduced competitive bidding to the delivery method for
general contractors, producing
savings in excess of $750,000 per store.
* Selected, negotiated, and managed all outside contractors and implemented risk
-management procedures
*
to ensure
compliance with architectural requirements.
Senior Project Manager/Estimator, Schimenti Construction Co.,
Mount Kisco, NY, 1999 - 2002
* Managed and served as liaison to the following accounts: Nextel ($1.2M); Payle
ss Shoe Source ($1.5M to
$2.75M); Linens and Things ($4.3M); and Dress Barn ($1.2M to 2.4M).
* Personally coordinated with owners, consulting building engineers, project con
sultants, city planning, and building
departments to provide a quality product.
* Developed the company wide due diligence checklist, which became the standard
for use by all project managers.
* Managed the construction of 4 major retail stores in New York, New Jersey, and
Connecticut, opening a total of
more than 100,000 square feet on the same day.
* Generated $250,000 savings by utilizing in-house labor for store fit-outs.
* Monitored and controlled material and labor costs, utilizing timberline, to ma
ximize productivity.
* Reviewed client requirements for the intended space, contract estimates, and p
repared budgets for each project,
and contracts for requisitioning, closeout and final billing requirements.
* Supervised and coordinated the installation and completion of construction/rem
odeling projects while ensuring the
job was completed on time and on budget.
* Hired and monitored subcontractors, and prepared and scheduled subcontractor s
copes of work.
* Successfully negotiated savings of 18% +/- from each sub-contractor buy-out.
* Qualified subcontractor estimates to ensure correspondence with drawings, spec
ifications, SOV, and clients'
requirements.
o Project Manager/Estimator, Joy Contractors Inc., Staten Island, NY, 1997-1999
o Construction Manager/ Estimator, Starwood Heller LLC, Edgewater, NJ, 1993 - 19
97
o Municipality Engineering Construction Inspector, Schoor Depalma, Parsippany, N
J, 1991- 1993
EDUCATION
* PMI member and Project Management Professional Certification (PMP) test by 8/3
1/2010
* MS, Courses in Construction Engineering I & II, Construction Cost Analysis
& Estimating, Project Management
for Construction, Construction Contract Law I, Construction Contract Law II: Cla
ims and Disputes, Construction
Management I (4 Courses to Completion)
* BS, Civil Engineering
* AS, Construction Technology
* OSHA Related Certificates: OSHA 10