Trump International Hotel and Tower, Cosmopolitan Resort, Echelon Resort and Central Energy Plant

1. People judge more from appearances than reality.
All people have eyes, but few have the gift of penetration. Everyone
sees your exterior, but few can discern what you have in your heart.
Company
As a leader, I do the right things. As a manager, I do things right.
LOGO I manage time and the efficient use of it.
James Jurgensen, Construction Executive

2. If you are wise in the choice of your partners, you will do very well, and, similarly, if you are intelligent in your selection of
businesses and people to run them, you will prosper.
I am a sociable, persuasive, and garrulous individual who will keep pushing forward to exceed the company’s objectives
with a tremendous amount of self confidence and passion. I truly enjoy my work, I am highly motivated, I am extremely
dedicated and I work very hard in creating a successful product. I believe that there are no limits to my future
accomplishments.
I am also a positive, resourceful leader experienced in property design, engineering, procurement, and construction
management. I have been responsible for an $8 billion design-build high rise and a $300 million energy plant. I have
over 20 years experience as a Senior Operations Executive with an annual budget of $2.6 Billion. I have directed a staff
of over 300 architects, engineers, designers, and construction professionals. I have managed construction projects in
Asia and the Western Hemisphere, specifically in the United States and Mexico.
This slide show is a short tour of the Trump International Hotel and Tower, the Cosmopolitan Resort , the Echelon
Resort, and the Central Energy Center projects. I have included some brief statements relative to my management
philosophy to help you understand a few of my strengths. I have also included a list of some the professionals that I have
worked with in the past
As the Project Executive, I am the individual who leads the project during its life cycle and accomplishes the project’s
technical objectives on time and within the budget. I direct the organizational effort, both presence and the process as
required to build a thriving result.
I have the tenacity to seek out problems, develop opportunities, and to make responsible decisions based upon corporate
policies.
I as a leader, I influence others to accomplish the mission by providing purpose, direction, and motivation. I as a
manager, I cope with the complexity of developing, and implementing a management system. I use corporate policies,
processes, procedures, protocols, and documentation along with empowerment to guide team members in making, and
implementing decisions in their area of responsibility.
I hope that you will enjoy this presentation.
James Russell Jurgensen 05/13/09

3. Project Information:
Owner: Trump – Ruffin, Tower I, LLC
Architect: Bergman, Walls & Associates
Structural Engineer: JAMA-LV
Trump International Hotel and Towers Project,
Mechanical Engineer: FEA
a joint venture between Phil G. Ruffin and
Electrical Engineer: RHR
Donald J. Trump
Design: Design 360 Unlimited
Specifications: Spectra Consulting
Lighting: Lighting Design Alliance
Life Safety: Schirmer Engineering 2 million gross square feet
Elevators: HKA Elevator Consultants
Landscape Architect: Attanosio 64 floors
Civil Engineer: G.C. Wallace
Security Consultant: Malia & Associates 1282 condominium units
Geotechnical: Western Technologies 880 Studios
Curtain Wall: Corte Cladding 352 One Bedroom
Food Service: JEM Associates 20 One Bedroom Suites
Water Features: Sto Design Group 20 Two Bedroom Suites
Glass Art: Preciosa 10 Three Bedroom Suites
Lender: Hypo Real Estate Capital
Wind Study: RWDI Construction duration: 2 years
Audio/Visual: Spurgeon Design
Crane Inspection: American Equipment Contractor: Perini Building
Mapping: Aztec Engineers Value: 565 Million dollars
Acoustics: Chips Davis Design
Interior Design: Design 360
Elevators: HKA
My experience with logistics
required for rapid response
construction and design–build
assignments makes my detail
driven management style well
suited to manage any type
of project.

4. 405,000 square feet of 24 carat gold
film on the glass curtain wall Poured in place, post-tension concrete
structure and the tallest residential
building in Las Vegas at 64 stories.
Subcontractors:
Site work: TAB Contractors
Dewatering: Allen Drilling
Caissons: Anderson Drilling
Concrete: Perini
Reinforcing Steel: Century Steel
Concrete Pumping: Quinn
Masonry: Marnell Masonry
Mechanical: Hanson Mechanical
Electrical: Fisk Electric
Low Voltage: Fish Technologies
Fire Protection: Northstar
Architectural Sheet Metal: Sierra Metals
Exterior Signage: Federal Heath Sign
Elevators: Otis
Curtain Wall: Enclos
Food Service: Boelter
Millwork: Quality Millwork
Flooring: J Picini Flooring
Wood Flooring: Rode Brothers
Insulation: F. Rogers
Stone: Western Tile and Marble
Framing & Drywall: Aderholt
Painting and Wallpaper: Tiffany
Shower Doors: ID Glass
Signage: CalSign
Landscape: Valley Crest
Final Cleaning: Top Quality
Pool and Spa: Recreation Development

5. Perini’s Chairman, Craig Shaw and
Vice Chairman, Richard Rizzo
talking to Donald Trump prior to
2 tower cranes and 2
a news conference.
construction elevators.
At the height of the
construction of this project
there were over 2,500
tradesmen contributing
to the completion of
this project.
They worked in
three shifts and
the material delivery
to the jobsite and
limited to the third or
graveyard shift. I consider every client to be a potential
lifelong customer. I feel that obtaining
103,000 cubic yards a high level of quality is not just securing an
of concrete was inspector's approval.
used, weighing
417 million pounds. Specifically, project or product specifications
should define what it takes to satisfy the
customer. Quality should be about the
customer’s perception of excellence.
I will never knowingly walk past or allow
poor quality, in any form, delivered by the
company without taking corrective action.
I believe that the elevated quality that I
expect, will help improve the companies
competitive advantage in today’s market
place.

6. Cosmopolitan Resort & Casino, designed by Arquitectonica
(Miami) and Friedmutter Group (Las Vegas) with the interior 3,000 room
design by Dougall Design Associates. 8.5 acre site, 1 million luxury hotel
cubic yard excavation and off haul. 2 – 600’ tall towers. resort, and
condominium
project

7. Cosmopolitan Resorts Project
Contractor: Perini Building Company
Construction Value: 4 billion dollars
3000 Condominium units, a 75,000 square foot Casino, 150,000 square foot meeting and
convention space, retail boutiques, restaurants, and night clubs.; a 50,000 square foot spa, a
2,000 square foot theater and a five acre pool deck overlooking Las Vegas Boulevard.
Food Service Equipment Plans: Gaylord Industries, Kitchen Hoods

8. I can establish reliable budgets and
realistic schedules based on
up-to-the-minute market experience.
Quality assurance is one
reason why Gaylord is dominant
in the manufacturing of
Kitchen Ventilator Systems (hoods).
Building designed by Arquitectonica (Miami), and
Friedmutter Group (Las Vegas) with the interior
design by Dougall Design Associates.

9. The real art for
a manager lies in
creating challenging
but achievable
targets and to focus
on what is important.
Utility Distribution
System

10. Gaylord’s commitment to complete assembly
allows for fast and ease of installation at the
jobsite.

11. Gaylord's Kitchen Ventilation
System (Hoods) are high
efficiency grease extractors
with automatic water wash
cleaning. They offer
performance features and
benefits not found on any other
ventilator in the market. Their
pollution control
unit, trademarked
quot;ClearAirquot;™, utilizing
electrostatic precipitation
(ESP) which has proven to be
the most reliable and cost
effective method of removing
smoke particles from the harsh
environment of kitchen
exhaust systems.
Their Utility Distribution
System (UDS) is designed to
provide all required services
(gas, electrical, hot and cold
water, and steam) to the
cooking equipment in an
attractive pre-engineered unit.
High quality equipment
In making more efficient use of
continues with this
time: it is impossible to
exhaust fan
conceive of a change in any
direction, minor or major, that
is not proceeded by, and then
sustained by major
changes, noticeable to all..

12. The Echelon Resorts Project
Central Energy Plant
Echelon jobsite, 85 acres
My Office

13. Marnell
Corrao’s crew poured
over 20,000 cubic yards
of concrete daily
Nevada Redi Mix’s
for this mat type
on site batch plant.
foundation

14. 6’ diameter drill bit
Malcolm Drilling, shown drilling
caissons and using large cranes
to lift the reinforcing cages built by
Century Steel.

15. One of the many reinforcing cages for the caissons 160 feet
long built by Century Steel (Tower and Podium), and Steel
Engineers (Expo and Building B).

16. An individual
without
information cannot
take responsibility;
The Exposition Building, and Encore Tower
an individual who is
Parking Garage concrete retaining wall and
given information
columns under construction by: H.B. Parkco.
cannot help but
take responsibility.

17. Wynn Encore,
There were over 3,000 caissons
under construction.
installed by Malcolm and Anderson
Drilling, 6’ in diameter and as deep as 190’.
The reinforced concrete matt foundations
were 12’ to 16’ deep and were poured over these
large caissons. These caissons shown below are
for the main tower structure.

18. Las Vegas is built on a lake, and the water table
is 10’ below the surface. The site dewatering was
contracted to Allen Drilling. As a design build
endeavor, Allen installed over 100 temporary wells that
were over
100’ deep. When this system was working properly it
removed over 200,000 gallons of water each day. Allen
hired Malcolm Drilling to maintain the pumping
equipment. As you can see by this picture, we battled
water infiltration on a continued basis.

19. Successful project management can be reduced to effective
response to dilemmas. Successful project management 30’ tall poured in place concrete
is distinguished by decision making grounded in retaining (basement) wall. Isaac
objective, proactive, prudent, and timely Concrete built the Podium
thinking. walls, H.B. Parkco built the
Exposition walls, and Colasanti
built the
walls for Building B, or
the Retail Building.

20. Isaac Concrete Company’s workmen
shown straightening up the aluminum
forms for the poured in place concrete
wall.
A Project Executive’s goal is
to bring about orderly, harmonious,
and mutually beneficial performance
by all parties to the project. Project
Management is an ongoing series of
responses to surprises, and it is vital
that the manager never loses sight
of the primary functional objectives,
which are to make decisions and solve
problems.

21. Marnell’s is building the tower, and
Isaac is building the podium walls.

22. Isaac Concrete used 15’ wide x 30 ‘high
aluminum form panels and raised them
into place with a crane.
To insure productivity on this large 85 acre
site, five Concrete Contractors were selected
to work:
Tower: Marnell Corrao Construction
Podium Foundation: Isaac Concrete
Decking: Urata & Sons
Retail: Colasanti Specialty Services
Expo Center: HB Parkco
Improve the competitive position
within the industry through bringing faster
results to situations.
A schedule describes the work that will be
accomplished over time. The layout out of
the work on a time line provides the plan
for the work sequence and at what time to
start and finish tasks. Sequencing the work
ensures that it is all in the time frame for the
project and that the project completion is
identified.
Risk Management focuses on
major issues and Dilemma Control focuses
on minor issues.

23. Isaac’s cement masons are shown patching and sacking
the vertical surfaces of the concrete retaining wall.
Eberhard Southwest Roofing is applying the
sheet waterproofing membrane to the
backside of the high wall.

24. Project Information:
Building Department: Clark County
Rental Equipment: Ahern Rentals
Redi Mix: Nevada Redi Mix
Site Work: El Camino Construction
Excavation and Off haul: Southern Nevada
Dewatering: Malcolm Drilling
Caissons: Anderson Drilling
Reinforcing Steel (Expo): Century Steel
Reinforcing Steel: Steel Engineers
Precast Concrete: CoreSlab Structures
Food Service: Boelter
Signage Contractor: CalSigns
Waterproofing Contractor: Eberhart
Waterproofing Consultant: Noble
Theatre Consultant: Sceno Plus Inc.
Theatrical Lift Consultant: David Collins
Theatrical Lift Contractor: Gala Systems
Video Screens Consultants: Daktronics
Elevator Contractor: Otis Elevator
Escalator Contractor: Schindler Elevator
Spiral Elevator Contractor and Manufacture: Mitsubishi Electric
Architectural Steel Structures (Skylight): Permasteelisa Central Europe
Architectural Sheet Metal Contractor: Sierra Metals
Steel Stair Contractor: Southwest Steel
Commissioning Consultant: FEA
Commissioning Quality Assurance: Don Koch
General Superintendent: Bill Potteiger
Senior Project Manager and Master Scheduler: Ed Rogers
Echelon Project Executives: Dan Allum, Mike Clynes, and Ron Siegal
Echelon Project Manager: Andi Torrealba
Echelon Executive Assistant: Patricia Martinez.

25. Retaining wall for Building B, or the retail building is being built by Colasanti Specialty
Services, Inc. Mike Clynes was the Echelon Project Executive. GGP Properties
was the co-owner and operator of the 300,000 square foot two story facility.

26. Basement level of the Enclave, Shangri La,
and Echelon Towers, Marnell Corrao Construction
Company is performing the state of the art
concrete high wall forming.
The excavation contractor, excavated and
off hauled over 2 million cubic yards of native
material in a two month period.

27. The Enclave Tower. Concrete forming and five Tower Cranes by Marnell
Corrao Construction Company. Marnell was the only General
Contractor working on the site. Their responsibility
was to build the eight level Employee
Parking garage and form
and pour the concrete for the Enclave,
Shangri La, and Echelon Towers.

28. I as a manager, I cope with the
complexity of developing, and
implementing a management system.
I use corporate policies, processes,
procedures, protocols, and
documentation along with
empowerment to guide team
members in making, and
implementing decisions in
their area of responsibility.
Shangri La Tower

29. Marnell Corrao’s experience in forming high rises
proved efficient and ultimately successful.

30. Six levels of the 8 level
Employee Parking Garage.
Basement or
back of house levels

31. The project schedule must present itself in may different formats, as a series of tailored reports. These reports will tell what the
designers ought to be working on, advise the owner as to what he needs to be thinking about, describes what each of the
superintendents is pursuing, details the status of key deliverables, and establishes what management knows to be the situation at
the job site.
With over 3000 people
working on the site, the building’s
footprint and skyline grew every day.

32. There is no objective reality. The project that we envision during the initial
planning is not the project that the team will encounter as the project unfolds.
The reality of the moment will be different than anything we can anticipate.
Although, the better prepared we are, the easier it will be to solve the problems.
Albert Einstein said that chance favors the prepared mind.
Site wide there are
3 traffic and 2 pedestrian
underground poured in
place concrete tunnels
Underground truck delivery tunnel designed by Kimley-Horn to accept 200 trucks each day
includes 20 loading docks. Security Consultant: Alex Tabb, Crisis & Continuity Services.

33. Stainless Swimming Pool Vessel Contractor: Bradford
Products LLC. The interior of the vessel is tiled with 2” x
2” mosaic tile, manufactured by Dal-Tile.
The six acre pool deck featured restaurants, luxury villas,
and private cabanas. One of the many challenges in
performing the landscape work included placing mature
30,-000 pound trees on the three story high pool deck
around the stainless steel pool vessels.

34. The pool vessel is shipped to the jobsite
in sections and then welded
together by Bradford’s welders.

35. A section of a
stainless steel
pool vessel.

36. Steel structure that support
the stainless steel vessels.
Projects are more than just people, equipment, and materials sharing the same long term
objectives. They are an elaborate set of processes, representing overlapping and interdependent
activity strings that culminate in the physical manifestation of a conceptual design. A project’s rate of progress
is often interrupted and diverted, with characteristic ebbing and surging. The Project Executive’s role is to safe guard the
project’s pace and direction, which is called the momentum.

37. Grand Theatre, 4,500 seats
structural steel framing and metal
decking for the seating area. The
fabrication was performed by
Mountain States Steel and the
erection was completed by
Eagle Iron.

38. Project Executive’s Objectives: Structural Steel Framing for the 4,500 seat
Understand the Contract Grand Theatre. Fabrication: Mountain States
Understand the Design The Steel Erection by: Eagle Iron.
Understand the Schedule
Remove the Progress Obstacles
Discern Progress being made
Recognize Scope Changes
Detect Seeds of Change
Sustain Project Momentum
Communicate Feverishly

39. This Jobsite In today's market place, every advantage must be
is clean, neat, explored to increase efficiency and effectiveness
orderly, and with which the production function can be carried
safe. out. Effective management balances competing
demands and prioritizes the work that provides
the most advantage to the organization.
Eagle Iron is shown erecting the Grand Theatre’s
Structural steel.

40. Project stability is directly related to
the level and detail of the planning,
as well as the availability of valid
information at the time of planning.
The best prevention for instability
of a project is to have a well thought
through plan that removes as much
risk and uncertainty as possible in the
time available for planning.

41. Urata Concrete poured and
placed an average of
As an Executive, I have found that no two projects are the same,
15,000 square feet of concrete
the product is different each and every time. It is my belief that
each day.
the project schedule must consider the unique design of the project,
including such things as constructability, availability of resources,
long-lead item implications, installation of new or untested materials,
worker and material movement logistics, concurrent uninterrupted
Owner’s use of facilities.

42. SME was one of two steel fabricator’s
that worked on this project.

43. At just 40’ long, these columns
weighed 44,000 pounds. It took two 30,000 lb. forklifts to
unload one section from the truck.
Once preheated to
210 degrees by using
large torches, these
columns were
welded together
with one single pass!
A section of one of the steel columns fabricated
by SME for the Podium. Made out of 6” thick plate.

44. SME’s fabrication process in the
Facility in West Jordan, Utah.

45. Delivering a product on time requires accurate
scheduling and precise timing.
Momentology may be the new face of scheduling.
Momentum Management. It fosters the smooth
functionality of the project team working together in a
collaborative and constructive way, as opposed to
traditional Critical Path Method (CPM) reporting, which is
focused on retrospective analysis of past performance
and baseline compliance.
Momentology concentrates on what remains to be done
and how to get from the present state to the project’s
ultimate time objectives as cooperatively as possible.
Momentology operates under the premise that a project’s
time - performance objectives can be best ensured by
constantly monitoring and influencing the project’s
inherent Momentum.
Momentum Theory is not a replacement for conventional
CPM, it is merely an enhancement of it.
SME paid over 1 million dollars for this automated cutting
and welding machine. Once programmed it can cut
holes in up to 4” thick plate and determine whether to
use a laser or a torch to perform the task.
SME was awarded the steel fabrication for the
Podium, Expo Center, Central Energy Center, and the
Retail (Building B) Area. Mountain States was awarded
the Grand Theatre.

46. SME Steel fabrication facility located in West Jordon, Utah.

47. I have superior problem solving skills,
and I can also provide accurate and
competitive bids.

48. W.P. Moore made sure, in their structural design, that large and
thick base plates were typical for the column bases,
even when they were embedded in concrete.

49. Highland Tank’s Grease Recovery Equipment shown above. With the help of JBA Engineers, the Highland Tank’s staff
and their equipment, I started and closely documented a two month long effluent water quality testing program at The
Orleans Resort facility. It provided us with the necessary information to convince Clark County Building and Health officials to
allow this type of grease recovery be installed in the Echelon facility. Green Building Technology, one step forward.

50. Central Energy Center (CEC) Plant
A design build project by LVE Energy.
A joint venture between Marina Energy and
DCO Energy.
300 million dollar contract.
Mechanical Engineers: Joseph Jingoli & Son
Electrical Engineers: JBA
LVE Senior Vice President: Don Butler
LVE Vice President Construction: Lonny Kirk
Construction Duration: 2 years.
Structural Steel: SME Contractors.
Mechanical: Bombard

51. CEC Structural Steel diagonal bracing
engineered and manufactured by
Core Brace, a division of SME Steel.
Also, the Employee parking
garage constructed by Marnell
Corrao. The concrete structure
will eventually be seven
levels high.
The Project Executive’s goal is to
consistently and positively inspire the conduct
of dozens, , hundreds, or thousands of individually
minded project participants.

52. Large 42” diameter Hydronic
lines are hung from the ceiling, large
natural gas fired boilers are placed in rolls
on each side of this level.

53. LVE had these large pump and
Valve platforms preassembled in
Florida and shipped to Las Vegas.

54. Setting up Air Casters to move the heavy equipment.

55. Air Caster - Load Module
Systems:
Load Module Systems
are Rigging Kits designed
for moving various types
and sizes of machines and/or
structures. These easily
transportable systems can be
set up and fully functioning
in as little as 10 minutes

56. Aeris Corporation is the leading Air Caster and
Air Jack Manufacturer utilizing advanced Air Film Technology
to make heavy equipment and machinery moves, ranging
from 200 pounds to 5000 tons, easy, safe and economical.

57. Project leaders should control
the number of hours worked
over long periods of time.
Surge efforts may be required for short durations, but
excessive overtime will diminish the team’s ability to
perform at the quality and efficiency level expected.

58. Roof mounted Cooling towers.
A plan that reflects the work to be accomplished
and provides a clear picture of the delivery of a
technically qualified product is best.

59. I create a constancy of purpose for improvement of
the product and service. I develop and encourage within the
team to influence the success the organization.

60. I have found that no two projects are the same and the product is different each and every time. The project schedule
should consider the unique design of the project, including such things as constructability, availability of resources, long-lead
item implications, installation of new or untested materials, worker and material movement logistics, concurrent
uninterrupted owner use of facilities. I can improve the competitiveness of a company within the construction industry
through bringing faster results to situations.
Planning through an effective schedule is to describe the work that will be accomplished over time. The layout of the work
on a time line provides the plan for the work sequencing, and at what time to start and finish tasks. Properly sequencing the
work ensures that it is all within the time frame for the project and that the project completion is identified. A good schedule
identifies the risk through Risk Management and Dilemma Control. Risk Management focuses on major issues, and
Dilemma Control focuses on minor issues. Dilemma Control is a program for the response to minor threats to the project
momentum. Momentology may be the new face of scheduling. Momentum Management fosters the smooth functionality of
the project team working together in a collaborative and constructive manner, as opposed to traditional CPM
reporting, which is focused on retrospective analysis of past performance and baseline compliance. Momentology
concentrates on what remains to be done and how to get from the present state to the project’s ultimate time objectives as
cooperatively as possible. Momentology operates under the premise that a project’s time - performance objectives can be
best ensured by constantly monitoring and influencing the project’s inherent Momentum. Momentum Theory is not a
replacement for conventional CPM, it is merely an enhancement of it.
I consider every client to be a potential lifelong customer. I feel that obtaining a high
level quality is not just securing an inspector's approval. Specifically, project or product
specifications should define what it takes to satisfy the customer. Quality should be
about the customer’s perception of excellence. I will never knowingly walk past or
allow poor quality, in any form, delivered by the company without taking corrective
action. I believe that the elevated quality that I expect, will help improve my
companies competitive advantage in the market place.
I have worked on large resorts, hospitality, and hospital building projects. I have also
worked in the General Engineering Construction industry building highways, bridges,
water treatment facilities and electrical generation plants.
I as a leader, I influence others to accomplish the mission by providing purpose,
direction, and motivation.

61. I am a positive, work focused, resourceful, effective, and passionate leader with infinite knowledge in Executive Level
Construction Management. I have the tenacity to seek out problems, develop opportunities, and to make responsible
decisions based upon corporate policies. I have studied and installed photovoltaic utility intertie and wind turbine systems to
generate electrical power for thirteen years. I have found that no two projects are the same and the product is different each
and every time. The project schedule should consider the unique design of the project, including such things as
constructability, availability of resources, long-lead item implications, installation of new or untested materials, worker and
material movement logistics, and concurrent uninterrupted owner use of facilities. I can improve the competitiveness of a
company within the construction industry through bringing faster results to situations.
Planning through an effective schedule is to describe the work that will be accomplished over time. The layout of the work on
a time line provides the plan for the work sequencing, and at what time to start and finish tasks. Properly sequencing the
work ensures that it is all within the time frame for the project and that the project completion is identified. A good schedule
identifies the risk through Risk Management and Dilemma Control. Risk Management focuses on major issues, and
Dilemma Control focuses on minor issues. Dilemma Control is a program for the response to minor threats to the project
momentum. Momentology may be the new face of scheduling. Momentum Management fosters the smooth functionality of
the project team working together in a collaborative and constructive manner, as opposed to traditional CPM reporting, which
is focused on retrospective analysis of past performance and baseline compliance. Momentology concentrates on what
remains to be done and how to get from the present state to the project’s ultimate time objectives as cooperatively as
possible. Momentology operates under the premise that a project’s time - performance objectives can be best ensured by
constantly monitoring and influencing the project’s inherent Momentum. Momentum Theory is not a replacement for
conventional CPM, it is merely an enhancement of it.
I consider every client to be a potential lifelong customer. I feel that obtaining a high level quality is not just securing an
inspector's approval. Project or product specifications should define what it takes to satisfy the customer. Quality should be
about the customer’s perception of excellence. I will never knowingly walk past or allow poor quality, in any form, be
delivered by the company without taking corrective action. I believe that the elevated quality that I expect, will help improve
my companies competitive advantage in the market place.
I have worked on large resorts, hospitality, and hospital building projects. I have also worked in the General Engineering
Construction industry building highways, bridges, water treatment facilities and electrical generation plants.
I as a leader, I influence others to accomplish the mission by providing purpose, direction, and motivation. I have a history of
weathering the storm and solving problems through dedicated perseverance.

62. The debate goes on regarding the pros and cons of the U.S. Green Building Council’s LEED Green Building Rating System.
There are certainly aspects and components that are worthy of critique. It is difficult to argue that LEED remains the single
most transformative tool in the history of modern green building movement.
By now you’ve undoubtedly heard about green buildings and sustainability, as well as the myths and legends regarding
what they are and are not. But where do you go to find out how to make your building greener or help your organization down
the path toward sustainability? For starters, I suggest: www.greenfacilities.org
The best practices toward sustainability means striving to minimize construction waste, to avoid the use of nonrenewable
materials, and to design structures that require minimal energy input to maintain indoor comfort.
In my opinion the most vital way to take care of our lives is to take the responsibility of our own energy foot print.
With the growing concern about the future and security of the world’s energy supply, renewable resources such as
solar power are becoming increasingly important. Various solar energy technologies have been used through millennia
of human history. Photovoltaics technology has been developing for more than 160 years, but has progressed
exponentially in the last few decades. Photovoltaics is a direct energy conversion system which produces electrical power
without any mechanical components. No energy conversion is
100% efficient. Practical photovoltaic's, the direct conversion of
solar energy into electricity, has a history of only 50 years.
Photovoltaics is a solar energy technology that uses unique
properties of semiconductors to directly convert solar radiation
Into electricity. Systems that are connected to the utility grid
and use photovoltaics energy as a supplemental source of
power offer the greatest flexibility in possible system
configurations. The supplemental power offsets a portion of
the power needed from the utility, resulting in lower electricity
bills.
Wind energy is growing faster than Photovoltaics. The three
windiest states in the United States: North Dakota, Kansas,
and Texas have enough usable wind energy to satisfy all of
our national needs.

63. Amid growing concern about climate change
and carbon emissions, Photovoltaics
offers a viable solution to the world’s
increasing demands for energy.
Unlike fossil fuel based technologies,
solar power does not lead to any
harmful emissions during operation.
Manufacturers are making wafers thinner,
using less silicon while increasing
efficiency. Also, manufacturers are turning
to other ways of manufacturing
photovoltaics, such as so-called thin
films.
Thin-film technology doesn’t require a
rigid substrate like other Photovoltaic
modules. Some use a very thin layer of
a different kind of silicon called
amorphous silicon that can be applied to
a flexible substrate. A quicker
manufacturing process and the reduction
in materials makes this thin-film
technology less expensive to produce.
Thin-film technology isn’t necessarily tied to
silicon. Two different manufacturing
processes — one using cadmium telluride,
the other based on copper, indium and
selenium (CIS) films — are showing increasing promise in terms of lower costs and higher efficiency.
Konarka is calling their flexible, thin-film solar material, to be made in New Bedford MA, Power Plastic. Konarka’s patented
Power Plastic® is a thin, lightweight, and very flexible material that will serve as an integrated low-cost source of power for
portable devices, on and off-grid systems, and for structures.

64. Former employees of a closed Polaroid plant are getting jobs with Konarka, putting their roll printing expertise to use. In
addition to acquiring the fully automated roll-to-roll manufacturing line, the company has also hired the leading technology and
process engineering teams from Polaroid, with plans to hire over 100 additional employees as production increases toward
capacity over the next two to three years. Who'd have thought that instant photography and roll-to-roll printing would lead to
better solar energy capture technology on a commercial scale? Konarka apparently. Konarka’s advanced photovoltaic
technology started with the work of the late Dr. Sukant Tripathy, an internationally known polymer materials scientist, provost at
UMASS Lowell and founder of the Plastic Innovation Center and Dr. Alan Heeger, Konarka’s chief scientist, who was awarded
the Nobel Prize in chemistry in 2000. The ground-breaking discoveries from both founding scientists, a manufacturing process
at relatively low temperatures, enables the use of low-cost plastic substrate films. As a result of these pioneering
innovations, the company has secured over $100 million from leading venture capital and private equity funds, as well as $18
million in government agency research grants from the U.S. and Europe. Konarka has developed proprietary semi-conductor
organic polymers that exhibit: low cost, abundant supply, and low toxicity Power Plastic has distinct advantages relative to
conventional PV technology.
Konarka is not only simplifying manufacturing and reducing costs, a 2nd generation known as thin film technologies was
developed. These technologies are typically made by depositing a thin layer of photo-active material onto glass or a flexible
substrate, including metal foils, and they commonly use amorphous silicon, copper indium gallium diselenide , or cadmium
telluride as the semiconductor. Thin film PV is less subject to breakage when manufactured on a flexible foil.

65. Konarka scientists are also conducting advanced research in power fibers, bi-facial cells, and tandem architectures that
could substantially raise conversion efficiency and open new markets. Power Fiber™ is uniquely enabled by Konarka’s
proprietary chemistries. This innovative and patented form factor expands the potential of solar power production to woven
textiles. Bi-facial cells are the result of a technical breakthrough that allows the use of two transparent electrodes. Bi-facial
cells are transparent and allow light to reach the active material from both sides. Imagine a glass office building completely
covered with material that produces power using both indoor and outdoor light, while allowing occupants to look through it:
providing both shading and electricity generation.
On the other hand, Sharp's thin film offers reliability, long life, high efficiency and value. Their selection of silicon as the basic
semiconductor springs from our exceptional knowledge of silicon thin films, based in part on our world-leading LCD
technology and scientific knowledge base, access to abundant raw material, environmentally friendly manufacturing and
performance relative to other thin film semiconductors.
Sharp’s U.S. market product launch incorporates a two-layer solar cell architecture. In 2010 we will see the introduction of a
three-layer architecture. The multi-layer design will allow us to harvest even more of the sun's energy. These modules are
made with less than 1% of the silicon used in our crystalline lines and are manufactured using automated equipment in
fewer steps. This means a change in cost per watt and a lower effective cost per kilowatt hours for large-scale applications.
With thin film, we address the emerging market for utility-scale solar power, especially for very large scale ground-based
installations in hot climates where abundant open space is available. Currently, thin film modules convert nearly 9% of the
sun's total energy into electricity and are on track to reach 10% from the factory. And there is room for continuous
improvement to achieve even greater conversion efficiency. For every kW of rated power, thin film delivers more kilowatt
hours-up to 10%-than its crystalline silicon cousin, due to substantially greater resistance to losses caused by typical mid-
day operating temperature.
Encouraged by State rebates, last year in California, homeowners and businesses had a record 158 megawatts of
photovoltaic panels put on despite the recession. Despite a credit freeze that's stunting renewable-energy projects
throughout the country, 2008 was a hot year for solar power in California, according to the California Public Utilities
Commission .That's more than double the 78 megawatts installed in 2007.
Residential demand appears to be hanging tough in the face of the shaky economy. December saw the largest volume of
homeowner rebate requests since the State of California launched the California Solar Initiative program two years ago.
Launched in January 2007, the California Solar Initiative is an attempt to push photovoltaics on a mass scale in California to
help cut greenhouse gas emissions and shore up the state's energy supply.

66. December 12, 2008 Massachusetts-based FloDesign
developed a wind turbine that generates electricity at
half the cost of conventional wind turbines. The
company's design, which draws on technology
developed for jet engines, circumvents a
fundamental limit to conventional wind turbines.
Typically, as wind approaches a turbine, almost half
of the air is forced around the blades rather than
through them, and the energy in that deflected wind
is lost. At best, traditional wind turbines capture only 59.3 percent of the energy in wind, a value called the Betz limit.
FloDesign recently raised $6 million in its first round of venture financing. Their turbine design surrounds its wind-turbine
blades with a shroud that directs air through the blades and speeds it up, which increases power production. The shroud
concept is based on the same principles as a high bypass jet engine design that is used by all commercial jet aircraft engines
to reduce noise and significantly improve efficiency. The new design generates as much power as a conventional wind
turbine which use blades twice as big in diameter. The smaller blade size and other factors allow the new turbines to be
packed closer together in the field compared to
conventional turbines, increasing the amount of power
that can be generated per acre of land.
From the front, these wind turbines look something
like the air intake of a jet engine. As air approaches,
it first encounters a set of fixed blades, called the
stator, which are common in jet and steam turbines
designs used in power generation. They redirect the
air onto a set of movable blades, called the rotor. The
air turns the rotor and emerges on the other side,
moving more slowly now than the air flowing outside
the turbine. The shroud is shaped so that it guides
this relatively fast-moving outside air into the area
just behind the rotors. The fast-moving air speeds up
the slow-moving air, creating an area of low pressure
behind the turbine blades that sucks more air through
them.

67. List of some of some of the Architects who I have worked with on the sixteen Health Care Projects:
Ellerbe Becket
Pelli
Steven Nose, Architect, San Jose.
Wald Ruhnite & Dost, Architects, Santa Cruz.
RCG Architecture, San Mateo.
HTI Architects, Oakland.
Blake Drucker Architects, Oakland.
The Colyer Freeman Group, San Francisco.
Ratcliff Architects, Emeryville
Healthcare Architecture Information Websites:
American Society for Healthcare Engineering (ASHE)
Academy of Architecture for Health Foundation
Academy of Neuroscience for Architecture
American College of Healthcare Architects (ACHA)
American Medical Association
American Psychiatric Association
The Center for Health Design
FacilityCare Magazine
Facility Guidelines Institute
Health Facilities Management
The Joint Commission
Modern Healthcare
National Association of Children's Hospitals and Related Institutions
Practice Greenhealth
Radiological Society of North America
Society for Neuroscience
International Union of Architects (UIA) Public Health Group
I have also worked on some large urban infrastructure projects such as repair, replacement and construction of
bridges, highways, mass transit systems, water, sewer and waste treatment facilities. Each project brings me a greater
wealth of knowledge, translating into lower costs, enhanced productivity, increased quality, and safety control.