1. ROBERT B. MCCRAY
385 N Montclair Ave., Glen Ellyn, IL 60137 (Western suburbs of Chicago)
+1 (630) 709-2834 USA / RBMcCray@AOL.COM
CAREER TARGETS:
SENIOR PROJECT MANAGER / PROJECT EXECUTIVE
Over 30 years of progressively responsible leadership and project management experience,
directing full cycle of new building and infrastructure projects in U.S. and global locations. Proven
success in achieving safety, time, budget, and quality goals on multiple multimillion-dollar
projects.
 Capability to lead high-rise, re-hab, industrial, multi-family, large retail and infrastructure projects from inception
through final close-out.
 Experienced working as Owner’s Agent (without risk) and General Contractor with risk.
 Maintain an excellent record of safety on all projects, with an impressive record of zero lost time accidents.
 Expertise in managing multi-national teams of contractors, engineers, government entities and consultants.
 Proficient in providing constructability reviews during the pre-construction process to reduce time and costs.
SELECTED KNOWLEDGE & SKILL AREAS
 U.S. and Foreign Government Agency Experience
 Heavy Civil and Infrastructure Projects
 Cost & Risk Analysis/Evaluation
 Federal & State Regulatory Requirements
 Architectural/Engineering Plan Review & Analysis
 Management of large staff direct reports
 On-Site Property Inspections/Evaluations
 High-Rise Construction Projects
 Large CPM Schedule Management
 Change Orders & Contract Negotiations
 Cost Estimate & Bid Proposal Development
 Comprehensive Scope of Work Creation
 Team Building, Training & Leadership
 Dispute & Conflict Mediation/Resolution
 Secret Level security clearance
 Large Program Management Experience
PROFESSIONAL EXPERIENCE
PARSONS CORPORATION – Pasadena, CA – June, 2013 – June, 2015 (Projects in Madinat Yanbu al Sinaiyah, Kingdom
of Saudi Arabia) onbehalf of the Royal Commission(RC) for Jubail and Yanbu, (A Kingdom of Saudi Arabia governmental
agency) as a seconded manager.
Senior Resident Construction Manager and Authorized Representative – Saudi Arabian Parsons LTD
Responsible to lead a staff of sixteen (16) engineers of various trades and seven (7) administrative secretaries in the
oversight of projects ranging from waterfront projects to heavy infrastructure for 19 projects simultaneously,
worth $800 million (3 Billion Saudi Riyals). These projects included:
 Dredging and landfill of areas designated to be transformed from virgin sea shore areas along the Red Sea
to recreational areas for beaches, promenades, sports facilities, infrastructure for future hotels and residential
facilities, marinas, shore protection, hardscape, landscape andirrigation, islands, sea walls,andsea wall erosion
control systems for 13 kilometers of waterfront.
 Medium voltage power (13.8 & 34.5 Kv) distribution from existing substations through duct-bank
construction systems.
 Construction of all facility buildings, including washrooms, police stations, first aid stations, life guard
stations, and information kiosks.
 Power distribution substations for power usage by major industrial customers, such as YASREF and
ARAMCO.
 Industrial infrastructuretotransform desertlandintoshovel readysites, including roadways, streetlighting,
sanitary sewer systems, industrial waste water sewer systems, waste water lift stations, process water,
irrigation distribution.
 Coordinate with internal and external partners, including outside 3rd
party utility organizations, including
MARAFIQ (provider of power, water, and waste water systems), ARAMCO, SWCC (Saline Water Conversion
Corporation), STC (Saudi Telecom Company, Mobily, Saudi Ministries of Transportation, Roads, and Housing,
Saudi Ministry of Interior (Coast Guard and Army).
(continued)

2. ROBERT B. MCCRAY, PAGE 2
630-709-2834
RBMcCray@AOL.COM
PARSONS CORPORATION – Pasadena, CA – February – July, 2012 (Job in Madinat Yanbu al Sinaiyah, Kingdom of
Saudi Arabia)
Senior Project Manager (Senior Resident Construction Manager – Saudi Arabian Parsons Ltd)
Provided leadership in early stages of 20 story high-rise building (443 Million Saudi Riyals or $118 Million) - on the Red
Sea for the future headquarters of the Royal Commission of Jubail and Yanbu in Yanbu, KSA, including:
 Interviewed, made recommendations for hire, and managed a group of 17 engineers, administrators,
cost engineers, schedulers, and construction professionals. Together this core group supervised third party
general contractor (Beijing Construction and Engineering Group – BCEG) in the performance of the Contract
 Created all new policies and procedures to fit the contractual obligations between BCEG and the
Royal Commission of Jubail and Yanbu.
 Coordinated with all Saudi department heads, directors and His Excellency, the Executive
President and made recommendations for construction and engineering modifications.
 Coordinated with Parsons Engineers & Architects in the creation of a BIM Model, using architectural,
structural, civil and MEP Revit models. Made recommendations on changes to building to avoid clashes and to
correct design deficiencies.
 Made recommendations to the Royal Commission relative to LEED Silver requirements, both for
construction and design issues, but also for future building operations issues.
 Worked with Parsons stateside engineers to correct many deficiencies created by original middle eastern
A/E firm.
KBR – Houston, TX – September, 2009- March, 2011
Project Leader
Hired as Technical Professional and earned promotion in 6 months to Project Leader position (3rd
highest civilian rank
on military base) in supporting military bases throughout Iraq. Oversaw all engineering and new construction activities,
coordinating efforts with Contracting Officer and military Garrison Command. Supervised employees assigned to
wastewater treatment plant, water purification facility, dining facilities, and other areas. Held responsibility for 1,400
KBR employees at Camp Taji. Oversaw project controls, accounting, HSE, and HR matters. Chaired semi-weekly senior
staff meetings on site as well as weekly Job Progress meetings with camp commanders.
 Managed completion of over 30 projects in 9 months, with eachvalued at over $1 million. Achieved
time and budget goals on each project with a minimal project workforce.
 Drove turnaround for 10 open, late projects at Camp Al Asad, redirecting work and achieving project
completion within revised objectives. Projects included rehabilitation of existing hard-stand buildings on flight
line, installation of new trucking fuel tank farm, restoration of 2 entry control gates, and medical clinic update.
 Set procedures for reducing civilian foot print on camp by relocating all civilian contractors, including
administrative offices, living quarters, solid waste incinerators, light and heavy vehicle maintenance and water
purification units.
 Directed team in on-time, on-budget installation of 100 containerized housing units within a 2-
month period at Camp Garry Owen near the Iranian border.
 Coordinated efforts to bring Equipment Collection and Redistribution Site facility to Camp Taji,
working directly with 3-Star Generals, property managers, and maintenance persons operations-wide to insure
a proper transition of equipment to the U.S. or to the Government of Iraq.
 Engineered and guided construction tasks for relocation of ROWPU facility (Reverse Osmosis Water
Purification Units), including all purification units, wells, and discharge through Iraqi Occupied territory.
MCSHANE CONSTRUCTION COMPANY – Rosemont, IL – October, 2007- June, 2009
Senior Project Manager
Directed team of 2 project engineers, assistant project manager, superintendent, 2 labor foremen, and over 40
subcontractors in construction of $60 million senior housing facility with 271 assisted and independent living units. Held
signatoryauthority on all subcontracts, engineeringchange orders, andpurchases. Workedwithstaffincreatingdetailed
schedule, procuring all subcontracts and materials, coordinating and monitoring all on-site subcontractors, ensuring
compliance for materials, and overseeing all changes to contract. Maintained and submitted cost reports. Built positive
relationships with the owner, subcontractors, local village officials, and consultants.
(continued)

3. ROBERT B. MCCRAY, PAGE 3
630-709-2834
RBMcCray@AOL.COM
 Added7% to original fee of $420,000 throughseries of initiatives, including creating proactive buyout
schedule, locating appropriate subcontractors, and adding fee to changes in scope of work.
 Maintained record of zero accidents on 25-month project due to proactive, site-specific safety plans
and frequent interactions/communications with subcontractors to ensure safety compliance.
 Correctedmajor deficiencies jointly with architect andMEP consultants relative toADA requirements,
fire separation issues, plumbing code deficiencies, electrical requirements, and HVAC issues.
 Led project to on-time completion despite shift in ownership midway through the project and major
changes required based on above mentioned deficiencies.
 Generated $200,000 savings and 3 months in schedule time savings by proposing pre-cast concrete
basement wall and first floor deck in lieu of cast-in-place concrete methods.
PICKUS CONSTRUCTION AND EQUIPMENT COMPANY – Highland Park, IL – March, 2006-October, 2007
Senior Project Manager
Oversaw construction of 18-story, high-rise student housing facility in Champaign, IL. Supervised in-house architectural
staff of 3 and 3rd
-party mechanical, electrical, and plumbing consultants as well as coordination with 3rd
-party major
architectural firm. Researched and located major subcontractors in central Illinois with appropriate capabilities for the
project. Established budgets, monitored design work, assembled the team, and created the master schedule.
Coordinated activities with the City of Champaign; coordinated all submittals with the owner, architects, and the City.
 Decreased cost overruns by 50% from initially projected $500,000 loss; reduced cast-in-place
concrete by 10 weeks through use of concrete forming system.
 Led 18-month project to completion with zero lost time accidents. Collaborated with design architects
to provide building skin system within budget that could be installed quickly with on-site crane.
 Reduced administration time in maintaining records for contract status and other criteria (e.g. RFIs,
product submittals, buyout status, others) by using computerized construction management system.
SEDGWICK PROPERTIES DEVELOPMENT COMPANY – Chicago, IL – March, 2005 - March, 2006
Director of Construction
Supervised construction of high-rise condominium buildings, including day-to-day management of Construction
department within real estate development office. Held signatory authority for contracts up to $1 million. Led team of
2 project managers, 4 assistant project managers, 2 superintendents, administrative assistant, and 2 labor foremen. In
charge of building Construction department from the ground up, including staffing and the implementation of safety,
construction management, quality control, estimating/budgeting, and condominium upgrade systems.
 Ensured proper administration for $40 million to $50 million projects through development and
implementation of all policies, procedures, and methodologies.
 Built a major Construction department fromthe ground up capable of managing high-rise construction
projects. Brought 2 major high-rise residential buildings headed in the right direction.
 Established Prolog as the computerized construction management system; created computer
program that improved efficiency in tracking end user finish selections within condominium units.
CLARK REALTY BUILDERS – Bethesda, MD – January, 2001- December, 2004
Vice President, Midwest Region
Led staff in construction of large apartment complexes across a 13-state Midwest region. Directed project managers,
engineers, superintendents, and other team members as well as 80+ subcontractors and material suppliers. Oversaw
procurement of new work. Held signatory authority for contracts up to $1 million.
 Resurrected failing $22 million, 336-unit apartment complex construction, achieving project
completion 2 months early on an 18-month contract.
 Built $49 million of work with zero lost time accidents and increased company profitability from 3% to
8% by saving general conditions while increasing profits on remaining buys.
 Mentoredjunior engineers andassistant projectmanagers toimprove their knowledge and capabilities;
improved senior management awareness of progress through monthly summary reports.
 Introduced procedures to increase “Green” aspect of projects, including construction debris recycling,
light fixture modifications, use of Energy Star-rated fixtures, purchase of materials from local vendors, and
recommendations for insulation and heating/cooling system changes.
 Sold 348-unit, $26.5 million apartment complex with the same owner.
(continued)
WALSH CONSTRUCTION COMPANY OF ILLINOIS – Chicago, IL – May, 1988 – December, 2000

4. ROBERT B. MCCRAY, PAGE 4
630-709-2834
RBMcCray@AOL.COM
Project Manager
Held full P&L responsibility for each project under supervision, including estimating, value engineering, budgeting,
scheduling, subcontractor coordination, staff supervision, scope of work preparation, agreement negotiations, and
change order management. Supervised cross-functional team of assistant project managers, engineers,
superintendents, tradesmen, foremen, and approximately 50 subcontractors.
 Directed completion of 20 projects that ranged from $1 million to $60 million in value, with all
projects completed on time and generating profitability. Completed 1st
project in the company’s history to be
fully computer-networked in the field.
 Wrote all document reports to match and standardize entire company in using Prolog Construction
Management software while managing $33 million project, with documents used company-wide.
 Recommended and utilized database to improve pay request procedures onheavy highway unit price
contracts, allowing for quick and efficient preparation of payment documents to all subcontractors.
A. EPSTEIN AND SONS – Chicago, IL – June, 1984 – May, 1988
Structural Design Engineer
Created the first automated drafting department in company history, including creating drafting standards using
Computer Aided Drafting. Structural Design Engineer for commercial, industrial, municipal and governmental
agencies.
EDUCATION
Bachelor of Science in Civil Engineering
University of Illinois, June, 1983
All coursework completed for Masters of Science in Civil Engineering (Structural and Construction
Management Engineering specialty)
Marquette University, May, 1985
Certifications/Licenses
OSHA Certificate (30 hours),
Engineer-in-Training (EIT), State of Wisconsin
Secret Security Clearance with U.S. Federal Construction Projects
Advanced Open Water Scuba Diver
Community Affiliations
Glenbard West High School Boosters: President, VP, Membership Director
Glen Ellyn Boys Baseball: Board of Directors (15 yrs), Coach (17 years); Coach, Glen Ellyn Girls Softball (5 years); BR
Ryall YMCA: Board of Directors
Technology Skills Summary
MS Office Suite; Access Database Programming; Crystal Reports; Primavera P3 and P6 Scheduling and SureTrack
Scheduling; MS Project Scheduling; AutoCAD; TurboCADD; Prolog; Network Set-Up; Management of BIM