You are on page 1of 3

James P.

Fox, II
217 S.E. 40th Street
Cape Coral, Florida 33904
Telephone: 239.542.1968 Hm.
239.919.7269 Cell


2008 FINFROCK INDUSTRIES – Apopka, Florida

Present Senior Project Manager – Worked for one of the largest designer, manufacturer
and constructors of commercial buildings, parking structures, student housing
projects, and mixed use retail developments in the state of Florida. Joined the
firm when backlog was enormous and profitability was declining. Completed
projects within budget and scheduled time. Managed developments using the
international and local building codes and supervised six associates.
Responsibilities included office and field project manager, scheduling, design
intent, permit documents, field supervision and inspections, on-site coordination
of architectural documents, monthly managerial meetings with owners and
subcontractors, and preparation of field reports/RFIs/monthly developmental
project report, from design stages through final close out. Completing projects
within budget and schedule time constraints led to the company’s increased
profitability by 35% and eliminated backlog. New standards created and
implemented within the department permitted time for the company to expand
into new areas of construction by focusing on unique ways to save time and
money in the production and construction of commercial buildings. Managed
developments of Hotels, Hospitals, Educational Facilities and Retail centers.


2008 Project Manager I – Employed with a company which completed $12 billion in
building volume, which included more than 250,000 multi-family dwelling units
and 30,000 resort accommodations, some internationally, as well as commercial,
industrial, and institutional buildings. Responsibilities included acting as direct
liaison between the clients, building departments and operational staff; managing
developments using the applicable building codes and city’s requirements;
conducting field inspections and framing walks; on-site coordination of
architectural documents with subcontractors; managing five Associates and two
Job Captains; conducting monthly on-site managerial meetings with owners and
field project managers; creating field reports, RFIs, and monthly developmental
project reports. Using strong project management image/presence to heighten
team’s creativity, coupled with assuming responsibilities from the design stages
through close out, tripled company profits.
2002 TOLL BROTHERS, INC. – Orlando, Florida
2006 West Coast Studio Project Leader - Fortune 500 company and the successor to
three generations of home builders, publicly owned company whose stock is listed
on the New York Stock Exchange. Responsibilities included oversight for the
daily operations of 14 developments on Florida’s east coast; supervising eight
Auto CAD Associates, one Job Captain, and one Senior Job Captain; project
tracking; project reports; daily operational procedures compliance; field
inspections; framing walks; on-site coordination of architectural documents with
Project Managers and subcontractors; direct liaison between the corporate office
and Project Managers; and conducting monthly staff and on-site managerial
meetings, the results of which reversed a profit decline in the community
developments on the east coast through plan review, strategic planning, and
innovative scheduling in structural deficiencies, and over a 4-year period, added
approximately 45 million to the company’s bottom line.


2002 Project Manager – Employed by an internationally renowned, award winning
architectural firm whose profitability was increasing, albeit having an enormous
backlog. Responsibilities included designing and completing final construction
documents to code using the Florida and International Building Codes for each
development, from preliminary design stages to complete permit construction
documents; managing multiple developments on a daily basis unsupervised; and
completion of each development within the allowed scheduled time and within
budget. GBS Architects received the Prism Award for 1999, 2000, 2001, and
received the Aurora Award for 2002. Daily responsibilities and varied Project
Manager experience led to my having consistently exceeded the company’s
objectives by achieving double digit gains in revenues and profits for the firm.


1988 - 1990 Edison Community College - Fort Myers, Florida

A.S. – Construction Project Management

1986 – 1988 Northern Virginia Community College – Woodbridge, Virginia

A.S. – Civil Engineering

1981 – 1986 Massachusetts Institute of Technology – Cambridge, Massachusetts

B.S.A.D. - Architecture
• Auto CAD 2008 • Primavera Sure Trak Project Manager
• REVIT 2008 • Timberline Estimating/Accounting
• 3D Studio Max • Microsoft Word
• Solid Works • Microsoft Outlook
• Adobe Photo Shop • Microsoft Power Point
• Accu Render • Project 2008
• 3D Viz

1978 – 1981 P.O. 2nd Class Aviation Survival Man
U.S. Coast Guard – Alexandria, Virginia

Member Green Building Council (USGBC) (LEED)
Member Palm Beach County Chamber of Commerce
Volunteer Big Brother/Big Sister
Member Toastmasters International

• Proven record managing projects in a safe work environment (OSHA)
• Closed projects on time and within budget
• Ensured that all subcontractors operate safely through management meetings
• Implemented an action plan/procedure to control or eliminate all jobsite hazards
• Coordinated and managed clients, subcontractors, vendors and project teams.
• Consistently found new alternatives in the development of design-build energy savings
projects (Green Building, LEED)
• Reviewed plans for accuracy and design for cost and energy efficiency
• Prepared construction budgets on detailed work and critical path method (CPM)
• Reviewed scope of work, estimated costs, value engineer, reviewed subcontractor/vendor
contracts, and develop a construction budget.
• Enforced adhesion to an agreed schedule by conducting weekly meetings
• Prepared accurate, timely and detailed monthly project status reports.
• Created reports on work completed to date, working schedule, deviations from previous
report, subcontractor change orders, customer issues; RFIs, and project changes by client.
• Prepared project management correspondence, customer meeting minutes, team
assignments, and action item tracking correspondences.

Available upon request