Queens County, New York, United States
Management professional and visionary leader providing real time solutions with experience in transforming organizations in the areas of Aviation Construction and Information Technology. As a certified Program Management Professional (PMP) coach and lead teams as well as organizations to achieve higher levels of success through team building, process development and implementation I have experience at major US airports in New York City and Atlanta on multi billion dollars programs on Major and Refurbishment Aviation Capital Improvement Programs. I have had overall management of several of these programs at JFK International Airport and LaGuardia Airport. In Atlanta, with Airline Liaison Team, represented all airlines interests in Hartsfield Jackson Airport long term program goals.
>JFK - Consultant to Contractor on Terminal 1 and 6 Jet bridge installation providing scheduling services >JFK - Consultant to Construction Manager on 350,000 sqft WFS Cargo facility support on construction QA/QC, punch list, Port Authority and Third Party inspection, Testing and systems training >LGA LaGuardia Partners (LGP) - Owner Representative delivering 70,000 sq. ft Head House Concessions program as well as multiple LGP facility programs. Established coordination policy for construction with Base Building activity. LGP's Point of contact for Tenants, Contractors, ORAT Commissioning, Port Authority inspections and closeout. >LGA Delta Air Lines - Terminal C and D with Construction Manager to address Project Controls, Communication, and Reporting. Developed policies to resolve $45 Million Change order backlog. Implemented Logistics work plan policies involving Operations, Passenger Services, Facilities, other stakeholders, established Security plans to meet Port Authority and TSA regulations. >ATLANTA Airline Liaison Team (ALT) - Director and stakeholder representing interest of all airlines on City of Atlanta $10 billion airport master plan. Tracked programs from inception to completion providing guidance, evaluation of proposals and designs. Attended project development and progress sessions to provide direction to minimize Airline and operational impact. Held strategy sessions with project PM’s, Airlines and issued monthly reports to Airlines. >JFK British Airways - Owner Representative and Program Director on British Airways Terminal 7 facility renovations: Terminal, Lounges, Concession and Alaska Airline relocation. Established intricate phasing plan. Point of contact with TSA, Port Authority policies and Qualifying Spend review. >JFK Swiss Port Cargo Owner Representative on Cargo building renovation refresh of existing conditions with repairs to Building systems, Implemented Climate Control solution due to building exterior waterproofing failure.
Broadridge Financial Services Data Center Migration - IT Program and Project management consulting services: Managed and lead ICS Technology Services teams (Client Server, Database, Mainframe, Network, Operations) from US, UK and Japan and coordinated with Application Development and External Client teams along with IBM team on project planning, testing and successful migration from ADP data center to IBM Data Center - Stabilized test requirement process establishing deadlines for requests by Application Development and Business ensuring continued production processing as required - Led ICS team events during testing and cut over capturing, escalating, tracking and conducted root cause analysis through resolution - Identified business application missed from transition plan – negotiated with business, IBM and IT staff the means to implement intermediate plan within 6 days of cut over to maintain support and availability
Supervised Snow removal operations for Airlines and Port Authority all sectors at JFK JFK Aircraft recovery team 1986 SAS Flight 901 Crash Landing
>Owners Representative - Led Delta renovation program at New York Airports, managed office operations, Pre-Construction, Design, Value engineering, Project controls, schedules, contract negotiation, executed program mitigating Operational impact at JFK's and LGA. Managed program during Delta's bankruptcy/emergence and Northwest Airlines merger >T3 multi-level Roof EPDM Installation and repairs - demo roof-top parking, repairs to decking; installed Security fencing and lighting protection >TSA Checkpoint modified 9 checkpoints coordinated with TSA for security screening and efficiency >Regional Jet DCI Ramp-Established RJ facility at Terminal 2 modified mainline gate areas, ramp, installed passenger walkway and addressed emergency environmental site condition >Baggage Systems-Established TSA bag-screening rooms in domestic and International areas . Installed Delta baggage tracking system at Terminals 2, 3 and 4 >Restrooms-Renovated 14 restrooms in place or relocated to improve customer experience >Sky club renovations-modernized all JFK Sky club facilities >Interior renovation: Domestic-International Arrival and Departure areas, FIDS/GIDS, Lighting, Branding, Flooring,Wall, Vertical circulation and Way-finding with Spanish translation >Terminal 4- Established Ramp, Baggage Service and Operations offices as well as Check in, Hold rooms, Passenger service areas, wide body gates and established intra-terminal busing operation >Roadway and Bridges - T2 Retaining wall, T2 & 3 expansion joint repairs, steel remediation and failing concrete >Ramp asphalt and concrete paving program coordinated Terminal operators at Terminal 1 and 4 as well as with Port Authority program. >HVAC- evaluated and conducted repairs to facility systems as well as new installations >Environmental - extensive remediation during construction for Asbestos, Lead and Mold >Fire Alarm - upgraded T 2 and 3 analogue system to digital reporting system coordinating revisions with PANYNJ Scarsdale site
Project management consulting and training. Northeast Regional Director: Directed efforts to establish new business development in Northeast providing project management consulting and training. > Initiated auto-fax program, efficiently delivering company information to potential clients. > Conducted Project Management training sessions to clients > Assessed content of company website, conducted evaluation against competitors > Generated interest in company at PMI chapter meetings, presenting products and training offerings.
> Managed Cendant 60 Help Desk agents through transition to IBM and shutdown and closure of Cendant Helpdesk > Managed 130-member IBM team's transition from Cendant infrastructure IBM Infrastructure. > Led independent campaign to inform senior management team of accurate performance statistics and reasonable metrics through challenging and confusing transition. > Guided IBM transition from Cendant Help Desk tools to IBM platform provided SME consultation on Problem and Knowledge Management as well as ACD call flow trees, reprogrammed Cendant ACD to facilitate phased cut over of business units. > Lead IBM Service delivery to Cendant UK division ensuring SLA's were met and coordinated changes and Disaster Recovery requirements > Managed SLA report requirements providing monthly reporting detailing Service Level goals against actuals as well as details on Severity 1 and 2 events