Doug Pellock

Cell 651-500-8948 dpellock64@yahoo.com

LEADERSHIP IN CONSTRUCTION AND REAL ESTATE

Results achieving Director of Construction, Facilities, and Real Estate with a distinguished career leading a wide variety of exacting and demanding building projects. Effective organizer and problem solver with an established track record for on-time project scheduling, diverse subcontractor, engineer, and architectural liaison, and project coordination from design concept to completion. Proven ability to utilize a cross-functional approach to job completion. Change agent with outstanding strategic vision, leadership, communication and organizational skills, which have proven to be critical assets in developing a positive work environment, managing people, and exceeding company goals. Have managed full P&L, multi state and site circumstances, and hyper growth.

CORE COMPETENCIES
CONSTRUCTION Forecasting Materials Analysis/Requirements Vendor Relations Contract Negotiations Multi Site/Multi Project Management LEADERSHIP Strategic Planning Leading/Managing Change Training Leadership Development P&L/Budget OPERATIONS Performance Management Process Improvement Customer Service Operations Analysis Building Cross-Functional Teams

PROFESSIONAL EXPERIENCE

United Supermarkets, Lubbock Texas 2010-Present Grocery, Manufacturing, Distribution, Facilities, Real Estate. Commercial Construction, Development Company Director of Facilities, Construction, Real Estate, and Development Scope: Direct facility maintenance, facility design, division budgeting, estimating, purchasing, negotiating contracts, and implementing change orders. Interface with city officials, negotiating permits, and insuring inspection compliance. Manage multiple ongoing inter-dependent projects with emphasis on coordinating and prioritizing resources across projects, departments, and all stake holders. Direct Reports: 10 Indirect Reports: 110. Energy Cost Reduction. Reduced energy costs company wide by negotiating a new cost contract with the energy company which reduced the kilowatt costs by 20%. Assessed situation, identified obstacles, developed, and implemented strategy within 30 days. Resulted in an overall reduction of company energy costs which will save the company over $1 million per year for the next six years. Cost Reduction. Recognized opportunity to reduce operational costs. Analyzed and evaluated processes, procedures, and staff; re-engineered and developed new processes and systems; and conducted staff training within 90 days. Resulted in saving $2 million in the facilities budget while long term saving the company $20 million over the next 10 years.

FCA Construction/Life Time Fitness, Chanhassen, Minnesota Commercial Construction Company

2000 - 2009

Director of Construction/Real Estate Scope: Direct facility design, estimating, purchasing, negotiating contracts, and implementing change orders. Interface with city officials, negotiating permits, and insuring inspection compliance. Manage

multiple ongoing inter-dependent projects with emphasis on coordinating and prioritizing resources across projects, departments, and all stake holders. Direct Reports: 8 Indirect Reports: 180. Project Turnaround. Inherited project that was behind schedule which could negatively affect revenue. Assessed situation, identified obstacles, developed, and implemented strategy within 30 days. Resulted in project being completed on time and on budget which supported the generation of $6 million in new revenue. Cost Reduction. Recognized opportunity to reduce operational costs. Analyzed and evaluated processes, procedures, and staff; re-engineered and developed new processes and systems; and conducted staff training within 90 days. Resulted in saving $4 million in one project while long term saving the company $280 million over the next 70 projects. Hyper Growth. Challenged to manage aggressive expansion of the company. Determined business requirements, created, and led implementation of an operational initiative that including staffing and building of operational infrastructure within 90 days. Successfully built support functions that enabled company to achieve its aggressive growth objectives. Team Approach to Cost Savings. Tasked with reducing operational costs. Analyzed and evaluated business metrics, built and led cross functional team to identify problem areas, developed, and implemented process and procedural changes within 6 months. Resulted in minimizing errors on building plans that produced $7.5 million in cost savings within a year. Improved Regulatory Approval. Projects where being held up due to city and county regulations that threatened costs and deadlines. Researched and identified root causes, formulated and implemented strategy that included creation of new operational infrastructure within 30 days. Resulted in future projects being completed on time and on budget. Productivity Improvement. Identified need to bring the purchasing function in house. Assessed situation; developed and implemented business strategy within 6 months. Led implementation of strategy that resulted in cost savings of $1 million per project while increasing productivity. Rapid Change. Owner implemented $4 million in changes to project six weeks before opening. Assessed impact on project, created new project schedule, assembled the right team, and implemented the plan to completion. Within 6 weeks project was successfully completed on time and on budget. 1997 2000

Weis Builders, Inc., Minneapolis, Minnesota Commercial Construction Company

Project Manager Managed multiple ongoing inter-dependent projects with emphasis on coordinating and prioritizing resources across projects, departments, and all stake holders. Customer, city, engineer, architect, and subcontractor liaison. Coordinated all aspects of commercial retail, housing, manufacturing, and hospitality construction. Estimating, negotiating, and awarding contracts. Direct Reports: 4 Indirect Reports: 25. Act of God. Un-common weather forced need to re-negotiate existing reward and penalty clause in project contract to maintain margins. Conducted research with the national weather service and built business case. Presented and secured customer approval within 30 days. Completed project ahead of schedule which resulted in adding $144,000 to the project margin profit. Process Improvement. Owner walk throughs could be costly and time consuming. For a 7 story hotel with 600 rooms, created and implemented a pre-punch system. The owners punch list walk through was so successful it was abandoned halfway through the commission process. This procedure was effectively implemented on all future construction projects. 1995 - 1997

Bellair Express, Edina, Minnesota Express Freight Company

Operations Manager Direct all facets of national and international courier operations and customer service function. Manage the efforts and activities of people, capital, and equipment resources to reduce costs, improve productivity, and enhance operating efficiencies. Direct Reports: 6 Indirect Reports: 10.
Doug Pellock Cell 651-500-8948 dpellock64@yahoo.com Page 2

Project Manager: Bremer Construction Company, St. Paul, Minnesota General Contractor Superintendent/Project Manager: Met-Con Companies, Bloomington, Minnesota General Contractor Project Manager: Pellock Construction, Inc. Prairie du Chien, Wisconsin General Contractor

1993 -1995

1991 -1993

1989 - 1991

EDUCATION
Bachelor of Science Degree, Marketing/Management - UNIVERSITY OF WISCONSIN Working on MBA in Construction Management at Villanova University Sustainable Energy and Green Building Certification Minnesota State University

PROFESSIONAL ASSOCIATIONS
American Marketing Association MDA Leadership Executive Advisory Board for SPECS and Chain Store Age