Gerald Rominger has over 30 years of experience managing construction projects around the world. His current role is Project Manager for a USAID pediatric ward reconstruction in Haiti. Prior experience includes overseeing electrical installations in Iceland, managing a $15 million barracks construction in Honduras, and serving as Project Manager for a $18 million helicopter hangar in Brunei. Rominger has extensive qualifications in project management, quality control, and construction operations.

1. GERALD ROMINGER
100 Luna Park Drive, Apt. 103
Alexandria, VA 22305
Email: grr9000@yahoo.com
Contract Number in Virginia: +703 945 0570
Skype: g.rominger
PROFESSIONAL EXPERIENCE:
October 2015 to May 2016 – DFS Construction, LLC – Project Manager – USAID Project for
Reconstruction of new Pediatric Ward in Cap-Haitien, Haiti
The project is in the startup phase and total effort to date has been developing and submittal of the
multiple “Plans” required prior to Notice to Proceed. Demolition will begin in Mid-December and
construction to be complete by March 2017.
September 2015 to October 2015 – FDC, LLC – Project Manager – NAVFAC Electrical
Installation, Navy Radio Transmitter Facility, Grindavik, Iceland
I oversaw the installation of new transformers, switchgear and multiple runs of 500 MCM cabling.
This was an IDIQ short term project.
October 2014 to June 2015 - CCE/DFSC – Project Manager – USACE FY11 Barracks Project,
Soto Cano Air Base, Comayagua, Honduras
I was hired and assigned to the USACE Project to complete the $15,000,000 project. The project
consisted of construction of three, three story barracks that consisted of 108 suites providing living
accommodations for 216 U.S. Army/U.S. Air Force personnel. The facility included a central chilled
water air conditioning system, state of the art fire alarm system, solar hot water system and a fire
sprinkler system including automated pumping systems.
Comayagua is in central Honduras with limited availability of construction material that would meet
government specifications. The majority of the installed electrical/mechanical systems were
imported from the United States and monitoring and expediting materials through the Honduran
ports/airports and customs required constant monitoring and personal intervention to minimize
delays. The work force consisted of workers that did not understand project specifications and I
spent a great deal of effort in instructing and mentoring the diverse work force to ensure that project
specifications were met. Subcontractors were from a number of different Central American
countries that required understanding of cultural differences and daily interface to minimize conflicts
and see the work through to completion. The project received a “Satisfactory” appraisal from the
USACE.
April 2012 to October 2014 – CCE/DFSC – Project Manager – Shell Aviation, Anduki Airfield,
Seria, Brunei
Project consisted of a three bay helicopter hangar that included maintenance shops, office,
conference rooms, paint booths, fire pump system and a fire station. The hangar was fully air
conditioned with humidity control with a fire alarm system that included flame detectors, heat
detectors and smoke detectors alarming to the local fire station and a remote central system.
Project cost was $18,000,000.
Work force was extremely diverse and included Indian Nationals, Malaysians, Vietnamese, Filipinos,
and Indonesians. A great deal of my management time was mentoring this diverse work force. The
management team consisted of Americans, Filipinos, and Columbians.
Project was completed on schedule and on budget with excellent reviews by the client.

2. September 2011 to 1 April 2012 – Foulger Pratt – Quality Control Manager – U.S. Embassy
Project, Jakarta, Indonesia
 Preparation of submittal documents for construction material and equipment
 Responsible for a government approved and mandated three phase quality control system
including, preparation of reports, inspection of on-going work, and meetings relative to field
quality control.
 Identified technical discrepancies in the design and provided solutions to the design team.
January 2011 to September 2011 – KAM Construction – Senior Project Manager
Upgrade of perimeter security system including; 13 kilometers of compacted gravel road, anti-
vehicle ditch, high security chain link fence, construction of fifty two reinforced concrete guard towers
complete with search lights, ballistic doors and windows, air conditioning, etc. Project included
some 18 kilometers of 20 KV electrical transmission line and 26 substations.
 Management of multi-national construction management team; Americans, Scots, Filipinos,
South Africans and Afghans.
 Managed all proposal efforts in response to government RFP’s
March 2010 to December 2010 – CCE – Quality Control Manager, U.S. Embassy in Brunei
Project consisted of a $17,500,000, New Lock & Leave U.S. Embassy Compound.
 Oversaw day to day activities of all assigned QC Inspectors
 Resolved engineering conflicts and identified solutions to technical problems
 Responsible for commissioning of various mechanical/electrical systems, including:
o Fire Alarm System, Fiber Optic Based
o Fire Pump System and Sprinklers
o Automated light harvesting system
 Oversight of mechanical installation teams; water treatment plant, fire suppression pump
system, central air condition system, etc.
 Work force consisted of Indian Nationals, Malaysians, Vietnamese, and Filipinos.
June 2008 to January 2010 – Polukai Services, Falls Church, VA
 Senior Vice President
o Provided oversight and management of all construction activities
o Reviewed Government RFPs
o Managed the development of proposals for a wide variety of work
o Provided guidance to Quality Staff regarding requirements of contracts with the
USACE and the Veterans Administration
 Senior Project Manager, BRAC 133 – Pentagon Offices - Offsite
o Managed the automated USACE Invoice and Payment System
o Managed USACE Quality Management System
o Assisted the Senior USACE Program Director in resolving project problems
November 2007 to June 2008 – National Buildings – IRAQ Program Manager
Renovation of existing 1,310,000 square foot building to repurpose as barracks for Iraqi Army
Personnel. Work included reinstallation of electrical system with a capacity of 2,750 mega-watts.
Project value was $7,200,000.
 Managed an all Iraqi staff of engineers and supervisors.
 Maintained amiable relations with the USACE and the Senior Iraqi Army command structure.
 Trained and mentored the Iraqi staff on project management concepts and developed the
Iraqi team into an excellent Project Management Team.
 Exceed expectation of both the client and the Iraqi Army team

3. September 2006 to May 2007 – Ellis World Alliance Corporation – Director of Iraq Operations
 Responsible for five AFCEE Task Orders consisting of approximately $150,000,000 of
construction projects.
 Supervised five Project Managers
 Developed and managed a training program for Iraqi Subcontractors that covered AFCEE
requirements and the U.S. Government Quality Control System
Positions Prior to September 2006
 July 2006 to September 2006 – KBR – Tikrit, Iraq – Subcontract Administrator
 November 2004 to March 2006 – Concentric Project Controllers, Baghdad, Iraq – Program
Manager
 August 2004 to November 2004 – KBR – Mosul, Iraq – Subcontract Administrator
 November 2000 to June 2004 – PRICON, Yokohama, Japan – Senior Project Manager
 April 1997 to November 2000 – Willbros Far East, Jakarta, Indonesia – Project Manager
 December 1995 to October 1996 – ABB Lumus, Ulsan, Korea – Quality Control Manager
 March 1995 to December 1995 – Lahore, Pakistan – Quality Control Manager
 August 1987 to November 1994 – M.W. Kellogg – Various Locations and Positions
o QA Engineer, Caracas, Venezuela and Milan, Italy – Refinery Project
o Logistics Manager, Beaumont, Texas – Refinery Project
o Contract Manager, Tooele, Utah – Chemical Demilitarization Project
o Site Manager, Guantanamo Bar, Cuba – O&M Power/Water Plant Project
o Consultant – Proposals
 February 1984 to July 1987 – FEBRO (Joint Venture)
o In Country Manager – Berbera, Somalia Air Field – O&M
o Public Works Director – Diego Garcia
 July 1958 to February 1984 – U.S. Navy – Retired as CWO3, Civil Engineer Corps
Education:
Laverne University – Bachelor of Arts- 1975
National University – 45 Quarter Hours towards MBA
Quality Assurance Lead Auditor Training – 1992
Quality Control for Contractors (USACE) – 2015
Military Schools:
Aviation Electronics 26 Weeks
Construction Electrician 16 Weeks
Nuclear Power School 52 Weeks
Civil Engineer Corps Basic Course 09 Weeks
Public Works Management 02 Weeks
Contract Management 02 Weeks