Rick Brettin, CCM, LEED AP

Experience

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  U.S. Air Force

  Jul 1983 - Aug 1992

  Civil Engineering Officer
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  Parsons Corporation

  Aug 1992 - Mar 2004

  Responsible for business process re-engineering in support of Verizon Telecommunications’ goal to merge the former Bell Atlantic and former GTE real estate organizations into a homogeneous organization. Evaluated existing work processes and identify and develop process efficiencies and cost savings. Developed and maintained new corporate design and construction standards, operations procedures and guidelines, standards compliance program, web-based document management system and information library, and physical security practices and procedures. Also managed facility condition and security assessments, and capital asset planning and prioritization.Developed and managed first-of-a-kind program for interior space planning, interior design, and Moves/Add/Changes management services for BellSouth Telecommunications, Inc. Supervised 9 project managers and 23 subconsultants providing services throughout the nine-state BellSouth region. Developed program procedures and policies. Assisted BellSouth in developing space planning and furniture standards and guidance. Provided contract oversight of $39 million Air Force Center for Environmental Excellence (AFCEE) worldwide environmental services program and $25 million AFCEE remedial design program. Programs included activities relating to environmental compliance, environmental and land-use planning, pollution prevention and remedial design at Air Force bases worldwide. Marketed company services to Air Force clients, made client presentations, prepared and negotiated project proposals, assigned project management responsibilities, maintained project and program status, developed new projects, and coordinated all contractual issues for more than 100 task orders. Task orders included Time and Materials, Firm Fixed Price, Cost Plus Award Fee, and Cost Plus Fixed Fee contracts. Captured more than 90 percent of available award fees. Show less Project Manager. Responsible for oversight and management of activities supporting the detection and remediation of radioactive-contaminated materials in soils, groundwater and wastewater at the U.S. Department of Energy’s Fernald Environmental Management Project site near Cincinnati, Ohio. Activities included remedial investigation/feasibility studies, environmental studies, preliminary engineering documents, safety and risk assessments, detailed engineering designs, detailed cost estimates, and technical support for procurement and construction. Prepared and reviewed project proposals, including scopes of work, technical approaches, project risks, project schedules, and project budgets. Primary interface between the client, senior management, and multi-disciplinary project design teams. Prepared subcontract requisitions including scope of work, budget, and schedule. Typical projects included: groundwater modeling activities supporting feasibility studies and remedial design; two groundwater treatment facilities (200 gpm and 1,800 gpm) utilizing filtration and ion exchange for uranium removal; two groundwater extraction well and piping networks (14 wells, up to 4,000 gpm); a 5-well treated water injection demonstration system (up to 1,000 gpm); a 200 gpm storm water filtration system; a tie-in between a site potable water system and a new public water supply system; detailed engineering descriptions, cost estimates, and comparative analysis of numerous CERCLA remedial alternatives; a 30,000 gpd process waste slurry dewatering system, utility support for a sanitary waste water treatment system; and utility support for a soil washing pilot plant. Show less

  • Program Manager

    Aug 1996 - Mar 2004

  • Project Manager

    Aug 1992 - Jul 1996
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  Senior Project Manager

  Mar 2004 - Mar 2005

  Parsons International Limited

  Senior Project Manager for the $250 million Mesaieed Industrial City (MIC) housing development including infrastructure, roads, landscaping, 1,240 residential housing units, schools, and religious and civic facilities. MIC is highly critical to the Qatar national economy, producing more than 60 percent of the country’s GNP. All work was planned and conducted to mitigate any impacts to MIC’s operations. Managed multi-discipline engineering and design teams, cost estimators, and support personnel. Coordinated with municipal authorities for plan approvals and permitting. Assisted the developer, Qatar Real Estate Investment Co., to develop and conduct tenders for project construction, construction management, and materials suppliers. Maintained excellent relationships with the client, design consultants, local vendors, and permitting authorities.Senior Project Manager responsible for infrastructure, roads and public landscaping design for a $2.5 billion mixed-use commercial development in Doha, Qatar. “The Pearl-Qatar” is a man-made 408 hectare island development providing luxury living for more than 41,000 residents and including three 5-star hotels, marinas, office, retail, recreational, and civic facilities. Managed multi-discipline engineering and design teams, cost estimators, and support personnel. Evaluated vendor proposals and advised the client for wastewater treatment. Coordinated with municipal authorities for plan approvals and permitting. Assisted the client, United Development Co., to develop and conduct tenders for project construction, construction management, and materials suppliers. Maintained excellent relationships with the client, multiple design consultants, local vendors, and permitting authorities.Business Operations Manager responsible for Doha profit center, staff recruiting and management, marketing company services to potential clients and business partners in Qatar. Supervised 20 technical and administrative personnel. Show less

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  Parsons International Limited

  Mar 2005 - Mar 2006

  Senior Project Manager

  Senior Project Manager responsible for design and construction management of the $25 million Royal Golden Tulip Resort and Spa at Mirbat, Oman. This 5-star luxury resort project, developed in conjunction with the Dhofar Tourism Authority, included the design and construction management of infrastructure, roads/parking, landscaping, staff accommodations, 238-room hotel, 70 residential villas, fitness center, dive center, beach resort and spa. Coordinated with the client’s contractors, vendors, consultants and government ministries. Managed multi-discipline, multi-consultant engineering and design team and cost estimators, and on-site construction inspectors. Made presentations to the client’s management, shareholders and government ministries.The major challenge of this project included re-design of the hotel villas, infrastructure, roads/parking and landscaping after construction had started. The original design, developed as a 3-star hotel, did not meet the 5-star luxury resort standards of the operator, Golden Tulip. In addition, the construction contractor was not adequately trained, staffed and equipped. Under my guidance and direction, the project team undertook to re-develop the resort design in concert with the operator’s staff and consultants, and procured a new contractor to complete the resort construction, while minimizing budget and schedule creep.Proposal Manager for numerous Project Management, Construction Management, engineering and design project tenders in Qatar, Oman, Bahrain, Saudi Arabia, and the United Arab Emirates. Represented the company to prospective clients including making presentations of company services and tenders and negotiating new contract terms and conditions. Show less

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  Osmose Utilities

  Mar 2006 - Mar 2007

  Director, Project Management

  Senior Project Manager (PMO Director) responsible to implement a Project Management Office (PMO) for the company’s data services projects. Developed standardized project management methodologies, processes, procedures and tools. Assessed project managers’ skills and utilized the assessment results to develop group and individual training plans. Developed and provided training in new procedures and tools. Developed communications, staffing and implementation plans. Provided plans and presentations to senior management for approval. Developed a data services proposal process. Managed all data services project managers and approximately $25 million in revenue-generating projects. Also developed and implemented a Storm Response Program to manage company response and services to electrical and telecommunications utilities impacted by severe weather events. Show less

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  CBRE, Inc.

  May 2007 - Apr 2009

  Director, Project Management

  Regional Director responsible for the delivery of project management services to the Bank of America Charlotte Headquarters portfolio. Led a team of 30 professionals, including Regional Managers, project managers and support staff. Annually, the team delivered projects totaling more than $100 million in constructed value. Projects included Interior Renovations, Moves / Adds / Changes, Base Building improvements and Critical Infrastructure upgrades. Measured and monitored team performance against Key Performance Indicators. Directly measured and monitored capital plan project performance and cost savings opportunities on behalf of the client. Implemented process standardization and improvements through application of sound project management principles and strong leadership. Regional Manager responsible to lead a team of project managers managing facility infrastructure projects in the Bank of America Charlotte Headquarters portfolio. This position is unique within the CBRE Bank of America account because it requires an in-depth knowledge of project management practices as well as a sound basis in the engineering design and operational aspects of critical environments, building systems and equipment. Projects included electrical, mechanical, life safety, and back-up systems required to support critical infrastructure and environments, data centers, and base building systems. The team was responsible to define and manage project scopes of work, schedule and financial constraints, vendor performance, and customer relations while ensuring 100 percent uptime of critical infrastructure. The team was a technical resource to the entire HQ Project Management Team. The team also managed service work orders and provided Critical Environmental Work Authorization (CEWA) training for CBRE personnel, vendors and Bank associates in Charlotte. Show less

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  CBRE

  May 2009 - Dec 2013

  As Compliance Manager for the Bank of America account, Rick is responsible to ensure CBRE’s GSA compliance and vendor contract compliance, manage supplier performance programs, lead the risk review process and facilitate the account claims/legal process. Rick supports Bank of America Supply Chain Management initiatives to standardize contract templates and forms. He also manages the account health & safety program and provides project management education and training to the CBRE Supply Chain Management team. Show less Director, Project Management responsible for supporting the successful transition of all Bank of America International project management services to CB Richard Ellis. Supported the CBRE International Project Management Team with staffing, training, process refinement and development of Key Performance Indicators. Provided Bank of America project management process expertise to the CBRE International Project Management team. Provided Bank of America process training to CBRE project management staff in London, Hong Kong and Singapore. Acted as interim EMEA Regional Manager for the CBRE Project Management team in London. Provided process governance of all international projects; provide reports to senior management; developed and implemented corrective actions when required. Provided POA/KPI reporting for the International Project Management service line. Coordinated with the Admin PJM Platform on behalf of the International PJM team. Show less

  • Compliance Manager, Bank of America account

    Jan 2011 - Dec 2013

  • Director, Project Management

    May 2009 - Dec 2010
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  CBRE, Inc.

  Dec 2013 - now

  Director, Project Operations

  As a member of the account transition team, oversaw the transition of all Project Management contracts, sourcing and procurement activities from a first-generation outsourcing client to CBRE. Developed sourcing tools and processes and provided training to the Project Management team.Director, Project Operations leads the core team providing Finance, Sourcing, Training, Business Operations and Analytic support to the global Project Management team, including the US, APAC and LATAM regions. Responsible for PJM reporting, CPIs and KPIs. Leads the development and implementation of PJM technology, process, tools and training for the CBRE PJM team.Acted as interim Regional PJM Lead for LATAM for 6 months. Managed relationship with the client leader in Brazil. Managed regional PMO team and variable PJM resources executing projects in 7 LATAM countries. Develop project scoping documents and estimates and obtained client approval. Helped to identify and resolve challenges with vendor certifications process. Trained current Regional PJM Lead. Show less