MITCH SILVERMAN, PMP

An accomplished Sr. Project Manager for planning, design, and construction projects of all major Government facilities with a project cost near / above $50m, within Palm Beach County that are of a magnitude and complexity. Projects are procured by the traditional design-bid-build method, annual contracts and Construction Management at Risk (CMAR) methods. Process administration from consultant selection (Architects), through design, and construction. Managing each contract on behalf of the County end user agency. Serve as liaison to user agencies for design consultants and construction contracts. Administer bids via RFP procurement and other procurement activities for capital projects as well as repair, replacement and renovation projects.

Manage the delivery of all capital construction projects, the design thereof, and planning processes from initiation through close-out to ensure projects are on scope, schedule, and budget. Establish profitability strategies and internal project cost controls. Collaborate and drive project performance with Architects, General Contractors and Stakeholders to manage various capital improvement projects. Facilitate third-party service providers, construction, and asset renovation projects.

Comprehensive Facility / Project Management advisory firm. Project Management Contract with Ascension St. Vincent North Florida to Southern Indiana via Transwestern (6 years contract and 1 year FT) to Jones Lang LaSalle PDS. Direct all start up and pre-opening of facilities including construction, operational design, budget development, customer services, contract development, vendor selection and services, security, food and beverage operations, business development, and establishing client rapport. Oversee audits, inspections, and third-party observations to analyze operational and service inefficiencies in facility management as well as real estate. Evaluate real estate portfolio such as building management, building operational performance, and building maintenance. Key Contributions: • Enhanced customer satisfaction by an average of 8% annually. • Improved new annual business by an average of 33%. • Consistently identified service inefficiencies across the project spectrum

Contract - Senior Project Manager within JLL’s Project Delivery Services (PDS) Group. Part-time consultant initiating bid proposals, improving project management processes for improvement, developing, and analyzing proposed project financial models for bid submittals, and collaboration with various project team members on project phases.

Healthcare Platform eliminated December 2019. Platform team absorbed by JLL December 2019. Senior Project Manager within Transwestern’s Healthcare Advisory Services Group. Contracted with MSynergy for 6 years and oversaw the Ascension St. Vincent Health Care account from North Florida to Southern Indiana. Hired FT in March 2019. Managed all aspects of the construction, design and planning process via a Master Services Agreement with Ascension St. Vincent Healthcare, one of the largest non-profit health care ministries within the United States: from the North Florida market to the Evansville Southern Indiana market to ensure projects are on scope, schedule, and budget. Oversaw over $150 million in new construction and renovation projects. Demonstrated success in managing $5-$55 million-dollar projects. Experienced for the overall project delivery (cost, schedule, quality, information, contracts) on multiple project assignments. Manage project development from conception through completion (both large and small) in accordance with program objectives.

Served as essential Project Manager for all campus athletic facilities. Collaborated with university architects, engineers, and stakeholders to improve capital projects and mechanical infrastructure lifecycle operations with the use of audits and inspections. Facilitated third-party service providers, construction, and asset renovation projects. Key Contributions: • Awarded Facility Manager of the Year by the Collegiate Athletic Operational Services members. • Decreased annual operational expenses by $129K through fixed spending reductions of 10%. • Reduced variable overhead spending by 19% by initiating monthly accuracy audits, asset lifecycle planning, spending analysis, and operational readiness planning.