Greg Kulda Brochure (Cv1) Slideshare

11Greg KuldaGreg Kulda

GREG KULDAGREG KULDAConsultantConsultant

Capital Program ManagementCapital Program ManagementConstruction ManagementConstruction Management

CV1 5/26/09


“Capital program management is about doing the right projects. Construction management is about doing projects right.” -Greg Kulda


Greg managed the delivery of all facilities shown in this brochure.

Providence Saint Joseph Medical Center New Inpatient Tower

Burbank, California

Greg managed the delivery of all facilities shown in this brochure.


Hi, I’m Greg Kulda. I’m a Capital Program Manager and Construction Manager specializing in commercial, industrial, and institutional facilities. Over the past 15 years I have saved owners more than $50 million while managing numerous construction projects, many simultaneously, totaling over $700 million in today’s construction dollars.


My success has come from excelling at:

LEADERSHIP - Saved over $15 million for one institution by turning around 16 capital projects totaling over $500 million in today’s construction dollars.

TEAM BUILDING - Developed and managed the CM teams that won 2005 CMAA award for excellence in construction management.

INNOVATING - Saved over $4 million by developing ground breaking contractor procurement process that reduced procurement costs, overhead, time, and excessive change orders and claims.

NEGOTIATING - Saved over $2 million by negotiating claims and avoiding court. Gained major land use approvals for Russian client by negotiating with Moscow building departments.

CREATIVE THINKING - Saved over $5 million by contributing numerous cost saving building standards and designs that improved form, function, and safety.

CUSTOMER SERVICE - Played a major role in a $10 billion concept hailed by the Mayor of Moscow “a masterpiece” on Russian TV. Coordinated processes, and delivered on time and under budget.

CUSTOMER RELATIONS - Profited over $2 million for a company by guiding it to become major university’s preferred design-build contractor and winning multiple contracts.

University of California, IrvineSprague Hall

Medical Research Laboratory


In the remaining slides I will briefly describe my:

• Five Primary Services• Approach to Success• Contract or Employment Options• Contact Information

Bridge between Humanities and Fine Arts at University of California, Irvine


FIVEPRIMARYSERVICES

1. Capital Program Management2. Construction Management3. Construction Management Oversight4. Troubled Projects Turnaround5. Management Consulting

Mission Hospital in Mission Viejo, CA


We all know projects take time, sometimes years! My services are available short and long term.



Following is a brief description of each service.


Five Primary Services

1. CAPITAL PROGRAM MANAGEMENT

Capital Program -- A group of interrelated capital projects. A Capital Program Manager:

Crystal IslandMoscow, Russia

1) Works closely with corporate executives in determining the right projects for their capital program. That includes a systematic evaluation of each potential project.

2) Plans and coordinates the execution of the program.3) Standardizes designs, leverages purchasing, and gains

economies of scale.4) Builds construction management team(s) or procures

construction management firm(s).5) Oversees the construction management team(s) and

success of the program as a whole.

As your Capital Program Manager I will do much more. I will:

1) Stabilize debt.2) Reduce borrowing costs.3) Minimize overall costs.4) Reduce uncertainty and risk.5) Enhance public relations.6) Provide a proven single point of responsibility.

Additionally, with my experience overseeing multiple interrelated projects with multiple sources of funding, I will:

1) Deliver your capital programs quicker.2) Improve performance faster.3) Enable higher revenues sooner.


UCI Medical CenterShanbrom Hall



2. CONSTRUCTION MANAGEMENT

Construction Management -- The task of making sure that projects are done right. I believe the best way to accomplish that is to hire the Construction Manager before anyone else is hired. The Construction Manager will then:

1) Plan every aspect of the entire project.2) Have control and accountability from start to finish.3) Use experience to avoid pitfalls and to enhance the project.4) Keep projects moving smoothly to their successful completion.

The Construction Manager should have successful experiences at:

1) Items 1 through 4 above.2) Building, working with, and leading large teams.3) Writing contracts, negotiating, setting priorities, and

managing competing demands.4) Exercising judgment, discretion, and understanding.5) Demonstrating a reliable, responsive, and positive work

ethic with the highest degree of integrity.6) Resolving very large, sensitive issues.

You will get all that and more with me. As your Construction Manager I will:

1) Take responsibility for your projects.2) Ensure you get the best value consultants, contractors,

and vendors.3) Use my budgeting and scheduling experience to make

sure the project(s) come in on time and on budget.4) Take the worry off your shoulders.


University of California, IrvineHumanities and Fine Arts

Administration Bldg. and Lecture Hall


3. CONSTRUCTION MANAGEMENT OVERSIGHT

Construction Management Oversight -- Assisting an owner in managing his construction manager(s). The service can range from:

1) Giving second-opinions.2) Evaluating the performance of the construction manager,

architect, contractors, and/or vendors.3) Monitoring schedules and analyzing costs.4) Reviewing an entire project for ways to improve.5) Being a full-time authorized owners representative.

My initial steps in this capacity include:

1) Performing independent reviews.2) Identifying current and potential problems.3) Looking for areas that can be improved.4) Recommending solutions and improvements.

With my broad, in-the-trenches problem solving experience, I can assess and evaluate a myriad of project issues in a timely manner. I give clients objective information and recommendations allowing them to make prudent decisions.

My goal in this capacity is to support the success of the project(s). My approach is very friendly, proactive, and positive. I strongly believe these are essential in order to achieve the best possible outcomes.


Providence Saint Joseph Medical CenterNew Inpatient Tower

Burbank, California


4. TROUBLED PROJECTS TURNAROUND

Troubled Projects Turnaround -- When an owner brings in a Construction Manager to:

1) Oversee the turnaround of existing projects where there is no construction manager.

2) Oversee the turnaround of existing projects where there is an existing construction manager.

3) Take-over for an existing constrution manager.

Within a short period of time I will be able to recommend one of the following courses of action:

1) Construction Management Oversight2) Transition take-over3) Immediate take-over

In any of these situations, I can help most if I’m brought in before any major actions are taken. I will quickly assess critical issues. Then I will perform a detailed review of every aspect of each project including:

1) Contracts2) Progress schedules3) Cost vs. budget4) Cash flow5) Team moral, communications, and relationships

In all cases I will work closely with you and your legal department. Following is a brief description of each course of action.



4. TROUBLED PROJECTS TURNAROUND (cont.)

Construction Management Oversight. Often the best course of action for troubled projects is Construction Management Oversight. In a proactive and positive manner I will work to resolve issues with the entities in question and get them headed in the right direction. Sometimes it’s just a matter of adjusting priorities, perspectives, or a few procedures. Other times a personnel change makes the difference. After a short period of time it will become clear whether the entities in question will correct or not. If they do, then I may no longer be needed. If they don’t, a transition take-over would be necessary.

Transition Take-over. In my experience a transition take-over is by far the best way to go when a take-over is necessary. A major benefit is that, before taking-over, time is allowed for me to become familiar with all aspects and history of the project, and all applicable entities become familiar with me. This method avoids most issues resulting from not having ready access to the previous managers after they’re gone.

Immediate Take-over. If immediate take-over is the decided course of action, I will recommend a plan for a smooth, cost effective, and un-eventful change over. Upon approval, I will carry out the plan, build a new construction management team, procure new consultants where necessary, work closely with remaining consultants, contractors, and vendors, and re-build budgets, schedules, and procedures as necessary to turnaround the projects. I will also mitigate and resolve claims, without impeding newly established schedules.

Providence Saint Joseph Medical CenterNew Inpatient Tower

Burbank, California



5. MANAGEMENT CONSULTING

For most of my career I have been on very large institutional campuses and industrial complexes where management had a tendency to be complicated and cumbersome. In my effort to boost moral, cut costs, and make things easier and faster, I worked constantly and successfully to make management improvements. Now, no matter whose business I observe, I see opportunities for improvement. Here’s my process:

Evaluation. I will evaluate the efficiency of any or all of the management processes and procedures related to your capital program. Then I will provide a detailed report of my findings based on personal interviews, surveys, focus groups, on-site observation, and everywhere else I looked for potential areas of improvement.

Recommendation. Based on my findings, I will make recommendations on how to optimize resources, reduce process bottlenecks, and use technology tools to improve productivity.

Implementation. I will work closely with your management team while the approved recommendations are being implemented. I will also make additional recommendations if more opportunities for improvement are observed along the way.

University of California, IrvineSprague Hall



APPROACH TO SUCCESSI am a student of people and how to motivate them. My expertise and experience in capital program

management and construction management is proven, but the core of my success comes from my knack for understanding people and my ability to motivate them.

Yes, I will bring you top of the line technical and organizational management skills, but it’s my people skills that have made the difference. Because it’s the team members who get the job done, my approach to capital program management and construction management starts with understanding and motivating them.

New Inpatient Tower at Providence St. Joseph Medical Center in Burbank, California


Contract and Employment Options• Contract• Contract Employment• Full-time Employment

USC / Norris Cancer Center and Hospital Linac Treatment Center (concrete structure under main entrance drop-off shown here)


CONTACT INFORMATION

10845 Meads Ave.Orange, CA 92869

Cell: 714-244-6989

[email protected]

Cal Poly Pomona Engineering Laboratory in Pomona, California

mailto:[email protected]


“Ensuring that projects start right and finish right invigorates me.I enjoy a positive, hands-on approach to building and leading teams. Maximizing savings and profits is what I live for.” - Greg Kulda


Brochure designed and edited by Greg Kulda


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Greg Kulda Brochure (Cv1) Slideshare

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Transcript of Greg Kulda Brochure (Cv1) Slideshare