Construction Project Manager Portfolio

portfolio

RICARDO

ESPOSITO DA SILVA

CONSTRUCTION PROJECT MANAGEMENT

Certified PMP® and PMO-CP® Project Director with over 5 years of successful leadership in architecture and construction projects. My experience encompasses comprehensive management of residential and corporate projects, from conceptualization to final delivery, with a focus on optimizing resources and ensuring quality throughout all phases of the process. I have demonstrated skills in strategic project management, handling budgets of up to $4,500,000 USD and coordinating multidisciplinary teams to achieve successful outcomes.

My methodical and meticulous approach is reflected not only in the efficient execution of projects but also in the creation of collaborative work environments that foster innovation and team productivity. Furthermore, my involvement in architecture competitions and tenders for public and private projects has strengthened my ability to lead with vision and achieve industry-recognized standards of excellence in the construction sector.

With a track record in highly complex projects, I am prepared to bring strategic leadership and management skills to any challenging construction project. CONTACT ricardoeeds@gmail.com

+34 663 84 58 26 linkedin.com/in/espositoricardo

professional profile

“Fail to plan is plan to fail”

The presence of a Project Director brings strategic vision and a structured approach from the initial planning stages, as it is they who lay the groundwork for a coherent and smooth development of projects.

Benjamin Franklin

Strategic planning, effective communication, quick decisionmaking, innovation, and adaptability are essential skills that define project success.

TIMELINE

Architecture

Degree

Universidad Simón Bolívar

Grupo Neos Constracta Libre Ejercicio

skills

“Successful project management is a balance between science and art; planning and intuition; reason and emotion.”

The success of a Project Manager lies in their ability to lead with empathy, communicate clearly, and navigate skillfully between strategic planning and tactical execution.

Jim Highsmith

A good Project Manager is like a conductor, harmonizing teams and resources to achieve common goals..

SKILLS

SOFT SKILLS HARD SKILLS

PROJECT MANAGEMENT VISUAL REPRESENTATION

projects

“The best way to predict the future is to create it”

Project management in the construction industry poses complex challenges, from efficiently managing resources to coordinating multiple teams and mitigating risks inherent in large-scale projects.

Peter Drucker

Such projects demand a proactive mindset, the ability to learn from past experiences, and a willingness to lead teams towards excellence while maintaining a long-term vision amidst daily challenges.

RELEVANT PROJECTS

HUAWEI CANTEEN

HCAStudio

USD $385.000

355 sqm

3 months

Team: 2024 Quito, Ecuador

25 people

Construction and renovation project of two levels of an existing residential building. This exclusive space, designed for the exclusive use of Huawei staff, encompassed kitchen areas, dining, VIP spaces, and a karaoke room; including luxury finishes and state-of-the-art technological equipment that reflects the brand’s identity.

The work was carried out with a multicultural team from China, Ecuador, and Colombia, adding a communication challenge. Active management focused on ensuring that all team members understood the project plan, including the rigorous control processes established by Huawei.

Management activities adopted an iterative approach, allowing processes to be adapted to site realities. This led to a balance between effective stakeholder management and construction team efficiency. The successful project delivery was based on comprehensive management that emphasized transparent communication and adaptability in every phase of the project.

RESPONSIBILITIES CHALLENGES

• I led a team of 25 individuals.

• I managed communications with in-house teams, clients, and suppliers.

• I oversaw project costs, schedules, and scopes.

• I implemented Earned Value Management (EVM) technique.

• I made crucial decisions during adverse events to minimize delays.

• I established procurement plans for key project items.

• Managing a construction project with tight deadlines and high levels of risk associated with the importation of materials, equipment, and finishes.

• Managing the project across cultural barriers, with a team composed of members from China, Ecuador, Peru, and Colombia.

• Managing a project involving an existing building with an owner highly involved in the construction process.

• Adopting new technologies and equipment within the construction project.

STRATEGIES

• I developed a robust risk management plan and monitored risks to take proactive measures.

• I implemented the Earned Value Management (EVM) technique to assess project performance, enabling proactive and informed decision-making about actions to ensure its success.

• I implemented a fast decisionmaking approach and efficient, proactive problem resolution.

• I fostered open and transparent communication among teams.

COMPREHENSIVE TRANSFORMATION GRUPO ALMAR ESTATE

Year:

Location:

Firm:

Budget:

Area:

Period:

Team:

2023 - 2024

Durán, Ecuador

Cueva & Cueva Ingenieros

USD $4.580.000

31.975 sqm

10 months

145 people

Execution of three infrastructure projects for the comprehensive transformation of Grupo Almar’s estate, one of the most influential shrimp farming companies in both Ecuador and worldwide.

This macro project encompassed the construction of a new office building (USD $2,950,000), a revamped entrance for the estate with security booths and checkpoints (USD $1,020,000), and a new parking area for the offices (USD $610,000).

My key role involved comprehensive planning alongside the team designated by Grupo Almar, overseeing the design and construction stages. Additionally, I assumed responsibility for process control and reporting throughout all phases of execution and control. This holistic approach enabled the efficient management of all three projects simultaneously. Under the delegated management model, Grupo Almar retained control over budgetary decisions, facilitating alignment with their strategic objectives.

The successful outcome of project management was the timely delivery and within agreed-upon costs of the four projects. The integrated and parallel execution of the subprojects ensured cohesion and coherence among the different initiatives, contributing to a comprehensive transformation of Grupo Almar’s estate.

As a Project Manager, I played an integral role throughout the entire project lifecycle.

I led a team of 120 individuals to develop processes for each component from planning to final delivery, ensuring cohesion and overall project success.

• Proposal bidding oversight.

• Scope definition.

• Stakeholder identification.

• Project Charter establishment.

• Project Management Plan

• Scope Planning

• Cost Planning

• Team Management

• Work Direction

• Procurement and Contracts

• Integration Management

• Communication Management

• Integrated Change Control

• Performance and Quality Control

• Cost Control

• Schedule Control

• Phase Closure

• Project Closure

• Lessons Learned

• Delivery

GRUPO ALMAR HEADQUARTERS

Year:

Location:

Firm:

Budget: Area:

Period:

Team:

2023 - 2024

Durán, Ecuador

Cueva & Cueva Ingenieros

USD $2.950.000

6.375 sqm

10 months

75 pople

Construction project for Grupo Almar’s new corporate offices, a building of approximately 3,000 sqm. The construction process was executed within a 10-month timeframe, from initial planning to the execution of final details. The building houses work areas, cafeteria, kitchen, meeting rooms, collaborative spaces, and restroom facilities.

I led the comprehensive project management under the delegated management methodology. My responsibilities included cost, scope, and schedule management, as well as establishing a robust change control, risk analysis, resource coordination, effective communication with stakeholders, and negotiation and contractual management with contractors.

The efficient project management allowed for an organized and transparent process. Constant communication with the Grupo Almar team, designers, and supervisors was highlighted to establish work processes that improved team efficiency and performance. The result was the successful delivery of fully functional offices, meeting the set objectives and consolidating the collaborative relationship with the client.

RESPONSIBILITIES CHALLENGES

• I led a team of 75 individuals.

• I led the strategic planning of the project, in collaboration with the contracting company’s management.

• I led communications with our own teams, subcontractors, and suppliers.

• I managed the budget, schedule, scope, resources, and change control.

• I made crucial decisions during external adverse events to minimize delays.

• Managing changes in design or specifications during the course of the project and assessing their impact on time and budget.

• Integrating sustainable practices into the project and ensuring compliance with environmental requirements.

• Addressing challenges related to waste management, as the project was built within the shrimp farming estate.

STRATEGIES

• Successful implementation of management strategies focused on flexibilizing scopes to reduce the impact of changes in the project.

• Implemented Lean principles to reduce execution times, decrease costs, and improve the quality of the final product.

GRUPO ALMAR SURVEILLANCE BOOTH

Year:

Location:

Firm:

Budget:

Area:

Period:

Team:

2023 - 2024

Durán, Ecuador

Cueva & Cueva Ingenieros

USD $1.020.000

18.315 sqm

6 months

50 people

Intervention of an 18,600 sqm extension primarily aimed at constructing a new access road for the shrimp farming estate. The planning included implementing vehicular and pedestrian security checkpoints, public and semi-private outdoor parking for contractors and suppliers, private parking for company workers, bus stops, and general service areas.

As Project Director, I performed total project management functions and led a dedicated team for its implementation. The project presented significant challenges with frequent changes requested by the client, necessitating the implementation of a robust change control plan. This approach allowed mitigating the impact of modifications on the project budget and schedule, ensuring adaptability throughout the construction phases.

The result was a successful delivery in two stages: first, the main road and control points in 4 months; then, the delivery of parking areas. The phased management allowed for anticipating value delivery to the client and flexibly adapting to changes.

RESPONSIBILITIES CHALLENGES

• I led a team of 50 individuals.

• I managed communications with our own teams, the client, subcontractors, and suppliers.

• I managed project costs, schedules, and scopes.

• I implemented integrated change management plans.

• I established procurement plans for key items.

• I made crucial and timely decisions to ensure project development within deadlines and budget.

• Managing changes in design or specifications during the course of the project and evaluating their impact on time and budget.

• Integrating sustainable practices into the project and ensuring compliance with environmental requirements.

• Addressing challenges related to waste management, given that the project was built within the shrimp farming estate.

STRATEGIES

• Successful implementation of management strategies focused on flexibilizing scopes to reduce the impact of changes in the project.

• Implemented Lean principles to reduce execution times, decrease costs, and improve the quality of the final product.

• Divided the project into phases to allow for phased opening.

GRUPO ALMAR PARKING AREA

Year:

Location:

Firm:

Budget:

Area:

Period:

Team:

2024

Durán, Ecuador

Cueva & Cueva Ingenieros

USD $610.000

7.285 sqm

2 months

25 people

Construction project for a new parking area for Grupo Almar, conceived as the final piece in the integration of the estate’s transformation macro-project. With the purpose of complementing the new office building, a functional space was built housing a total of 115 parking spaces.

My role as project director focused on coordinating the planning and execution of this final phase of the macro project, including overseeing design and construction processes, as well as implementing quality control measures.

The successful delivery of this last phase is a testament to comprehensive management that has optimized resources and functionality of the estate, achieving the complete integration of the macro-project, providing a set of cohesive and efficient facilities for Grupo Almar, thus supporting the long-term vision for its development and continuous growth.

RESPONSIBILITIES CHALLENGES

• I led a team of 25 individuals.

• I led the strategic planning of the project, in collaboration with the contracting company’s management.

• I managed communications with our own teams, the client, and suppliers.

• I managed project costs, schedules, and scopes.

• I made crucial decisions during adverse events to minimize delays.

• Integrating sustainable practices into the project and ensuring compliance with environmental requirements.

• Addressing challenges related to waste management, given that the project was built within the shrimp farming estate.

STRATEGIES

• I developed a robust risk management plan and monitored risks to take proactive measures.

• I implemented a fast decisionmaking approach and efficient, proactive problem resolution.

• I fostered open and transparent communication among teams.

• I implemented Lean principles to reduce execution times, decrease costs, and improve the quality of the final product.

INICIO DE CONSTRUCCIÓN 5/2/24

PRELIMINARES

5/2/24 - 16/2/24

5/12/23 - 1/1/24

ENTREGA DE DISEÑO ARQUITECTÓNICO DEFINITIVO 5/12/23

MOVIMIENTO DE TIERRAS Y VÍAS

19/2/24 - 1/4/24

SISTEMA DE RIEGO 19/2/24 - 13/3/24

SISTEMA DE AGUAS DE LLUVIA

19/2/24 - 6/3/24

19/2/24 - 1/4/24 DISEÑOS

INSTALACIONES ELÉCTRICAS

ESTRUCTURAS

19/2/24 - 27/3/24

CSRA - GDIT CUSTOMER SERVICE & HEADQUARTERS

Year:

Location:

Firm:

Budget:

Area:

Period:

Team:

2023

Quito - Guayaquil, Ecuador

HCAStudio

USD $205.000

500 sqm

3 months

30 people

Simultaneous renovation and expansion project of CSRA - GDIT offices in Quito and Guayaquil, aimed at improving the spaces of a company specialized in processing American visas for foreign citizens. The challenge of this project lay in making these modifications without affecting the daily operation of critical services.

As Project Director, my focus was on meticulously planning the construction approach. The main objective was to establish clear plans and processes for the execution of construction works in stages, ensuring no interruptions occurred in the company’s services.

The successful implementation of the project plans and their control during the construction stage resulted in the simultaneous delivery of both projects, surpassing the expected date by 1 week. It was ensured at all times that the office remained operational, meeting the project’s essential constraint. This achievement not only met the objectives of improving the spaces but also highlighted the efficiency in project management, allowing for an early delivery without interruptions in GDIT - CSRA’s critical services.

RESPONSIBILITIES

• I simultaneously led a team of 30 people, distributed across two different cities.

• I managed communications with our own teams, the client, subcontractors, and suppliers.

• I managed project costs, schedules, and scopes.

• Risk management.

• Integrated change management.

CHALLENGES

• Integration of technological systems between existing and expanded areas, executing these operations during off-hours to avoid operational impacts.

• Project management across cultural barriers, with a team composed of members from the United States, Ecuador, and Colombia.

STRATEGIES

• Successfully implemented management strategies for the phased execution of construction works, avoiding interruptions in company services.

• Fostered open and transparent communication among teams, resulting in smooth construction and minimal changes in design.

• Promoted intercultural management to maintain team cohesion and ensure a common understanding of project objectives.

HUAWEI HEADQUARTERS

Year:

Location:

Firm:

Budget: Area:

Period:

Team:

2021 - 2022

Quito, Ecuador

HCAStudio

USD $1.010.000

1.650 sqm

4 months

35 people

Project to renovate an entire floor of an office building for Huawei’s new headquarters. The construction process ranged from demolishing existing spaces to building new ones, including final finishes.

The project was managed on two key fronts. The first involved constant communication and rigorous reporting with the client, addressing issues such as scope, change control, and projectrelated risks. The second front focused on direct management of the construction team, contractors, and suppliers.

Project management activities were carried out within an iterative process that allowed processes to be adapted to the realities of the construction. This flexibility ensured higher performance of construction activities.

RESPONSIBILITIES

• I led a team of 35 individuals.

• I managed communications with our own teams, the client, subcontractors, and suppliers.

• I managed the budget, resources, and execution timelines.

• I managed alternative plans for acquiring construction materials within a pandemic context.

• I made crucial decisions during adverse events to minimize delays.

CHALLENGES

STRATEGIES

• Management of a construction project in the context of a global pandemic and with high levels of risk associated with imported items.

• Project management across cultural barriers, with a team composed of members from China, Ecuador, Peru, and Colombia.

• Adoption of new technologies and equipment within the construction project.

• I developed a robust risk management plan and monitored it to take proactive measures.

• I implemented a fast decisionmaking approach and efficient, proactive problem resolution.

• I fostered open and transparent communication among teams, resulting in smooth construction and minimal changes in the design.

• I promoted intercultural management to maintain team cohesion and ensure a common understanding of the project’s objectives.

GREY HEADQUARTERS

Year: Location:

Firm:

Budget: Area: Period:

Team:

2021

Quito - Guayaquil, Ecuador

HCAStudio

USD $455.000

740 sqm

7 months

30 people

This simultaneous design and construction project involved creating two offices for GREY, a prominent global marketing agency, in the cities of Quito and Guayaquil. From the initial concept to final delivery, a comprehensive process was undertaken to provide both offices with a unique and functional image.

As Project Director, my role encompassed both key stages: design and construction. During the design phase, communication plans and information management processes were established to coordinate progress with the client. Once the designs were approved, scopes, budgets, and schedules were defined for both projects. During the construction phase, constant communication and rigorous reporting with the client were implemented, as well as comprehensive management of scopes, costs, execution times, changes, resources, and negotiation and contractual management with contractors.

The result of this management was the uninterrupted execution of both projects in parallel, meeting the client’s objectives to simultaneously occupy their new headquarters. Each office is characterized by a unique image that reflects the identity and vision of GREY.

• I led a team of 5 people during the design stage and 30 people during the parallel construction of the two offices.

• I managed communications with our own teams, the client, subcontractors, and suppliers.

• I managed the budget, resources, and execution times.

• Integrated change management.

• I made crucial decisions during adverse events to minimize delays.

RESPONSIBILITIES

• Management of a design and construction project for two offices simultaneously in different cities, with tight execution deadlines.

• Management of changes in design or specifications during the course of the project and assessing their impact on time and budget.

• Management of remote communications due to the team’s location in two different cities.

CHALLENGES

• I implemented a quick decision-making approach and efficient, proactive resolution of incidents and changes.

• I implemented Lean principles to reduce execution times, decrease costs, and improve the quality of the final product.

STRATEGIES

WORLD BANK GROUP HEADQUARTERS

Year:

Location:

Firm:

Budget:

Area:

Period:

Team:

2019 Quito, Ecuador

HCAStudio

USD $755.000

650 sqm

4 months

20 people

Construction project for the new offices of the World Bank Group in a 650 sqm office building located in Quito, Ecuador. These offices, serving as the main administrative headquarters for the World Bank in the country, incorporated work areas, a cafeteria, meeting rooms, and collaborative spaces.

As Project Director, my role encompassed two fundamental areas. The first involved constant communication and reporting with the client, managing scopes and change control. The second part focused on internal management of the construction team, contractors, and suppliers, where Lean methodology was applied to streamline processes.

The comprehensive project management allowed for effective adaptation to the changing dynamics of the construction, achieving greater flexibility and efficiency. The implementation of Lean methodology significantly contributed to resource optimization and the successful delivery of the project on time and within budget.

The construction of the new offices for the World Bank Group not only met the initial objectives but also helped strengthen the presence of the World Bank Group in the region.

RESPONSIBILITIES

• I led a team of 35 people.

• I managed communications with our own teams, the client, subcontractors, and suppliers.

• I managed the budget, resources, and execution times.

• Integrated change management.

CHALLENGES

• Management of a construction project with tight deadlines and high levels of risk associated with imported items.

• Management of changes in design or specifications during the course of the project and evaluation of their impact on time and budget.

• Project management across cultural barriers, with a team composed of members from the United States and Ecuador.

STRATEGIES

• I fostered open and transparent communication among teams, resulting in smooth construction and minimal changes in the design.

• I promoted intercultural management to maintain team cohesion and ensure a common understanding of the project’s objectives.

• I implemented Lean principles to reduce execution times, decrease costs, and improve the quality of the final product.

RICARDO ESPOSITO DA SILVA

arc H itect | project M ana G er