Thomas W. Allin
Thirty years of result oriented experience with program/agency and at risk construction management, real estate development, and general contracting firms. A client-oriented construction professional with interpersonal, communication, and demonstrated hands-on operations management skills. An adept point person in overall organizational structures with a successful track record leading and motivating project and company team members. Practical experience in marketing, multi-project management, day-to-day construction management, cost control, scheduling, and estimating. Responsibilities include profit and loss at the project, program, group and company level.
2006-2007 Sr. Project Manager with 3D/I and/or Consultant to Hafeez Karamath Ltd. (Trinidad)
2004-2006 Consulting with Bovis Lend Lease (marketing) and The Polote Corporation (operations)
2003-2004 Sabbatical, five months traveling in South America
2000-2003 Vice President, Contract Executive: AT&T OAIDP, Bovis Lend Lease
1999-2000 Vice President, Business Unit Leader: National Institutes of Health, Bovis Lend Lease
1997-1999 Vice President, Program Management Group, Mid Atlantic Region, Bovis Lend Lease
1991-1997 Vice President, 3D/International
1987-1991 Project Manager Biosphere II Project and Vice President Operations & Finance, Miller Homes, Incorporated
1986-1987General Manager of Construction, The Indigo Company
1980-1986President & Owner, Allin Construction Management, Inc.
1975-1980 Senior Cost Engineer and Lead Estimator, Brown & Root, Inc.
Sr. Project Manager – Responsible for start-up of world class cricket stadium in Trinidad. 3D/I provided procurement assistance and the Sr. Project Manager to the contracted local Construction Company, Hafeez Karamath LTD, with responsibility for the structural package: concrete and structural steel. This is a fix sum contract. Project team consisted of 7 Pilipino engineers and architects and local Trinidadians. I assisted Hafeez Karamath Ltd in proposing and winning the MEP and Finishes packages. At completion of this assignment requested by the owner of Hafeez Karamath Ltd. to assist as a part time consultant to the project working both in Trinidad and the U.S. (2006 – 2007)
Acting Executive VP – Operations & Administration for The Polote Corporation and Pat Mathis Construction Co. Both firms are minority and Pat Mathis is also a woman owned company. Responsibilities include but not limited to: completion of existing work, market both bid and negotiated work – strategically moving companies into program and construction management contract work, estimating all hard dollar project’s job site indirects and home office overheads/indirects, review all business opportunities for fiscal success, update insurance policies to meet work requirements, institute a monthly cost at completion project review, review contracts and prepare MOUs and lead proposal work with majority partners. (2005 – 2006)
Lead Marketer for Bovis Lend Lease; Miami, FL regional office: Miami-Dade County Public Schools. Wrote and supervised preparation of RFQ, prepared interview team, and led interview team. (2005)
Successes include capturing 10 year and $35M fee National Institutes of Health Building 10 Revitalization (Construction Quality Manager consultant to prime architect), $535 M Charlotte Mecklenburg Schools’ building program, University Village/Old Dominion University 13-city block redevelopment program and $24M Manatee County, FL High School.
Responsibilities include: identify high percentage win projects, network with Owner representatives, attend industry conferences, research Owner’s RFQ, assemble joint venture teams, prepare proposals, prep short listed interview teams, and lead interview presentation teams.
Authored and designed (layout) eight page Bovis Lend Lease national K-12 Education marketing brochure.
Contract Executive: AT&T Optical Amplification Infrastructure Deployment Project.
Effectively lead program effort for overall project management, real estate/right of way acquisition, survey and geotechnical services, design services, construction services, testing and inspection, procurement, and project accounting. Managing an office of 12-construction management and 7 real estate people. Field staff includes 4 superintendents and 24 real estate agents. Work consists of the deployment of 315 pre-cast buildings in 43 states.
Identified areas of improvement and implemented cost saving initiates in bulk purchase materials and previously negotiated design and construction awards. Increased building deployment from 5 to 14 buildings per month without increasing staff. Within 6 months of taking control of the program (Owner requested BLL replace original program manager); AT&T awarded the NexGen program including telecom equipment installation to my team. (2000-2003)
Business Unit Leader and Contract Executive for National Institutes of Health: Revitalization of Building 10.
Ten year program and major work includes developing and implementing Program and Project Controls – Time, Budget, Quality and Delivery (contracts); Constructability – analysis of existing conditions, constructability review, phasing, accessibility/logistics, and safety; Construction Quality Management – Pre-construction, Construction, and Post Construction; and Construction Management Program Integration. A $900M construction renovation/addition program. (1999-2000)
Essential Maintenance and Safety Program for Building 10 – Clinical Center Complex.
Managed effort to complete existing work (Original Project and Assistant Project Managers quit together), start and complete new contract work, complete all punch lists, resolve warranty issues, negotiate existing general contractor’s $15M Request for Equitable Adjustment and closeout contract with Owner. Managed a staff of 18 design and construction professionals. Major work included the addition of two new mechanical floors and equipment installation, design review of multiple Building 10 projects, installation of a new Building 10 LAN system, and two additions to Nuclear Magnetic Resonance facility. Contract fee $15M and construction program budget $106 million. (1999-2000)
Principal-in-Charge for Charlotte Mecklenburg Schools’ $535M bond program.
Program team includes personnel from Charlotte Schools, associate M/WBE firms and Bovis Lend Lease. Developed contract reimbursable multiplier. Initial fee contract was $24M. (1998)
Program Executive for University Village/Old Dominion University.
Negotiated a task order consulting contract to provide program services including estimating and scheduling – both conceptual and detail. Negotiated contract and fee reimbursement. (1997-1998)
Program Executive for Charlotte Mecklenburg Schools’ $92M bond program.
Evaluated and replaced existing program executive and assumed direct management responsibilities for a 14-person team. Work consisted of three new schools and 11 renovation/additions. Responsibilities also included a public relations program to promote the program and build voter’s support for the successful $535M, 1997-bond issue. Represented building program at all Board of Education meetings. (1997-98)
Program Manager for Savannah/Chatham County Public Schools bond building program.
Increased contracted fee structure by 147% by selling additional services. Program team was a 65/35 split with a local minority contractor. Directly responsible for all joint venture accounting. Responsible for program start up through 60% of construction. Construction budget $58M. (1994-95)
Field Construction Manager for Texas Department of Criminal Justice 10,800 Emergency Bed Program. Directed logistical deployment for 4 Construction Management firms responsible for 32 design/build buildings at 28 sites during a six-month time frame. Program integrating construction management team was a joint venture responsible for contract delivery strategy, design, estimating, scheduling, coordinating prison industries, bulk purchasing, wrap around insurance program, and management of the four Construction Management contracting firms. Construction budget $165M. (1994)
Program Manager for Mt. Diablo Unified School District bond building program.
Led 10 person staff — a 50/50 split with a minority owned firm. Construction acquisition strategy utilized a trade contracting delivery method. Work included 13 multi-use buildings with full kitchens, one gym, six mini-gyms, district wide security system, asbestos abatement, deferred maintenance and general renovations at 54 sites, and a new middle school, which was sold as an additional service.
Produced new contract format for trade contracting that both joint venture firms adopted for work in CA. Represented design/construction building program at all School Board meetings and Measure A bond meetings. Program budget $114M. (1992-93)
Fixed Price Contracting:
Projects include $1.3M Tucson International Airport, strip shopping centers, low rise office buildings, tenant improvements, gym remodel at the University of Arizona, new and remodeling at International Spa & Resort, etc.
Negotiated Hard Dollar Construction
Project Manager for Biosphere II projects. (ENR magazine cover story 12/21/89)
General contracted work (hard dollar) included underground infrastructure, Mission Control building, Energy Center, 10 support buildings, contractor’s staging area, and existing building renovation projects. Self performed site work, concrete, including on site batch plant, and carpentry. Construction Management work included the Biosphere II fast track design and construction site work, HVAC, plumbing, fire sprinkler and electrical. Negotiated all contracts with Owner. Program budget $200M. (1987-91)
Construction Management at Risk
Operations Manager for Construction Management at Risk Edgewater High School Renovation/Addition. Responsibilities included negotiating price and contract terms with Owner. Contract price $7.9M. (1996-97)
Agency Construction Management
Construction Manager (Agency contract) for the University of Arizona $15.4M Chilled Water Plant.
The Owner rated this project’s construction management excellent. (1991)
Directed the successful effort for developing an Owner accepted GMP for Southeast High School.(1996)
Finalized and presented to the Owner the GMP for Edgewater High School. (1996)
On site manager for the schematic program estimate for the $1.2B Pentagon phased construction program. Directly responsible for estimating elevators, escalators, hardware, signage, windows, asbestos abatement, and general conditions. Responsibilities included interfacing between the Owner’s representatives: Washington Headquarters and the Corps of Engineers, and 3D/I’s Houston estimating group. (1994)
Lead estimator for Brown & Root’s estimate at completion of a $215M, 250 MW, power plant.
- Volunteered to act as project and construction manager for Old Harrison County Historical County Courthouse Restoration; Harrison County, TX.; Phase III A and construction award of Phase III B. (2007-2008)
- Committee chairperson for the City of Marshall, TX’s Marshall Image Alliance (Board). (2005)
- Served as a team member for career day speaking at various Maryland schools. (1999)
- Initiated Bovis Lend Lease Charlotte office corporate partnership with Spaugh Middle School. Also acted as a bi-monthly tutor and career day speaker (1997 & 1998).
- Represented Bovis Lend Lease on the Charlotte Mecklenburg Educational Foundation. Reviewer for Grants for Great Ideas. (1997 & 1998)
- Represented the Charlotte Chamber of Commerce (and Bovis Lend Lease) as a project manager for Operation Facelift at Garinger High School. (1998)
- Other: Past Board of Directors member of Tucson, AZ chapter of Associated Builders & Contractors and Lohse YMCA. (1980’s)
- Wrote article, “Program Management – Teamwork within the Building Process”, for Bovis Lend Lease publication, Word on the Street.
- Presented at 1996 Council Education Facility Planners International National Convention, Increasing Local Contractor Participation.
- Bachelor of Science in Construction Engineering, major in Heavy Construction, Arizona State University, Tempe, Arizona; 1975.
- Financial courses on the master’s level at the University of Houston, 1976 – 1978; company in-house courses, 1991 – 2003; computer software training 1994 – 2002; and five-day course on Government Construction Contracting, 1999.