Most recently (2007-2008), while with BLT, on the Echelon Hotel-Casino project, led two in-house production teams responsible for producing the following:

Construction documents for two-story, 500,000 SF retail component of resort hotel and casino, with two underground parking levels for approximately 1,300 cars. This project employed thirty two design firms plus Tishman (the constructor) across the country, comprising thirty two different design disciplines.

Master Exit Plan documentation demonstrating code compliance for entire project, approximately 11,000,000 SF resort hotel and casino in Las Vegas, approximately $3.5 billion in hard and soft costs. This was, until construction was halted in July of '08, the second-largest project under construction in the country (the largest, called "City Center," was also in Las Vegas). Just this particular code compliance task entailed the development and production of over one hundred sheets, detailing very complex exit routes from the center of building areas that, though on the ground floor, were located far from exits to grade. This further entailed working closely with ArupFire (San Francisco office), code consultants to the Owner on the project. This was a very effective and successful collaboration, resulting in the approval by the Clark County Development Office of a combined Fire Protection Report generated by ArupFire and affiliated set of Master Exit Plans by BLT that spanned seven project phases and a construction period of approximately two years.

Edgewater, Apartment complex, Philadelphia, PA (2006-2007), also while with BLT.

Role: Project Manager, construction documents through to completion of construction.

Developer: Realen Properties & Northwestern Mutual Life Insurance CompanyUpon assuming responsibility for project at end of construction documentation.

Effectively responded to numerous information and change order requests, constrained unanticipated extra costs to approximately 1% of contract value. Project included 270 apartment units in a 12-story precast concrete mid-rise structure, a 5-story precast concrete parking garage, and 20, 3-story, stick-built, brick veneer townhouses.

The Victor Building, Camden, NJ (2005-2006), another BLT project.
Role: Project Manager, entire project.
500,000 SF, 341 Apartment Units plus Retail

Developer: Dranoff Properties

Formerly the RCA Victor "Nipper Building," a Camden landmark. Successful conversion of large scale industrial facility into multi-family residential living complex including retail components, bringing production documents and construction administration costs in under budget. Project sizes: 341 apartment units in 500,000 square feet in Camden, NJ.

The Left Bank, Philadelphia, PA (2003)

Role at BLT: Project Manager, Construction phase (assumed responsibility midway through construction, through to completion).

Developer: Dranoff Properties

258 apartment units in approximately 400,000 square feet in Philadelphia, PA. Five person architectural team plus MEP, civil, structural, and landscape disciplines. Successfully managed construction administration activities in an environment of extremely challenging contract disputes, constraining unanticipated change order costs to within approximately 2% of construction contract value for the projects listed above.

Role: Project Manager, entire project 450,000 SF Retail & Entertainment Center (permitted but not built)

Developer: Simon Property Group

An exciting multi-level, multi-use shopping and entertainment venue, the Penn's Landing Entertainment Center contained a two-story mall, a 4,500-seat amphitheater on the roof, a rooftop plaza and gardens large enough to accommodate a crowd of 18,000 spectators for 4th of July fireworks and other displays, a five-story parking garage, and a terminal for the proposed cable car crossing that was planned to connect Camden with Philadelphia. Led a team of approximately 13 design and engineering firms through the design and documentation process, up to the acquisition of the building permit. The project was cancelled at the last minute due to the emerging uncertainty in the retail market at the time.