​Project Scope 

Demolition of the existing Dealerships on Northern Boulevard and new ground-up construction of 2 showrooms; one for Cadillac and one for Buick/GMC. The Empire Cadillac Flagship is approximately 20,000 s/f and the Empire Buick/GMC Flagship was originally designed to be around 14,000 s/f. Both buildings will share additional site improvements for parking, storage, incoming underground utilities, and upgrades for Electric Vehicle Infrastructure. During the construction and completion of Cadillac, Buick/GMC was planned to start construction with a couple months lag of Cadillac, but due to Con Edison Incoming Power delays and an overall re-design of the Buick brand leading to a re-design of the building itself, Buick/GMC did not start during the life of Cadillac construction. Purchasing, awards, and all the way through to submittal approvals and construction coordination was however performed for Buick/GMC during Cadillac construction. In addition to interior proprietary luxury finishes (Cadillac partnered with EWI specifically for this design across the nation) and a 2-ton capacity vehicle lift for the 2nd floor showroom display, site improvements which required a full life cycle Con Edison approval and construction sub project for 6,000 Amps of power to underground transformers installed on site was one of the unique undertakings of this scope.

​

Role as Lead Project Manager

As Lead PM of the Empire Cadillac Flagship Showroom and Buick/GMC Plans for Construction projects, I captained a team of

3 - 4 including a Lead Superintendent, Senior Project Engineer/Project Manager, and when required an Assistant Superintendent /PE. On behalf of my company as the Construction Managers, I also served as the face for us for client relations in lieu of requiring additional project time and budget for a Project Executive to handle or address these relations. This role included developing engaging, efficient, and useful meetings/work sessions for stake holders so the Client and Design Team could consistently work with us to meet the project's needs. I became the point person for all things ​budgetary, scheduling, and construction changes considering I believe the Client grew to find that my management skillset is that of bringing the right people and information together to lead, forecast, and proactively solve issues and eliminate risk. ​

​

Kicking off this project into the demolition phase required myself to share/spend extra time outside of my full-time role on 50 Hudson Yards to finalize scopes of work, bid, review bids, and host intermediate and final bid package award meetings. The award of the major starting bid packages (demolition, foundations, superstructure, and partial MEPS) out of a total of 25 bid packages were seen through to award by my lead while I was serving on 50 Hudson Yards.

​

​​​​​​​​​​​​​​​​​​​​​​

​

​​​