Kurt Nicholas has over 34 years of experience managing large, complex aviation projects, including six major hub airports. He specializes in project planning, budgeting, negotiations, safety, and quality assurance. Recent roles include Program Manager for projects at San Francisco, Atlanta, and other major airports in the US. Previously he was Operations Project Director for a new international airport project in Qatar and held senior management roles on other airport construction projects around the world.

1. Kurt C. Nicholas
SENIOR MANAGEMENT PROFILE
Architecture & Engineering / Construction / Airport Design & Construction
Site Identification & Acquisition / Strategic Business Planning / Multi-Site Project Management
RESPECTED LEADER WITH EXTENSIVE EXPERIENCE IN THE PLANNING AND EXECUTION OF MAJOR, MULTIMILLION-DOLLAR
PROGRAMS. WITH OVER 34 YEARS’ EXPERIENCE IN THE DESIGN, MANAGEMENT AND CONSTRUCTION EXPERIENCE. OVER THE LAST
25 YEARS THE PRIMARY FOCUS HAS BEEN ON THE MANAGEMENT OF LARGE COMPLEX AVIATION PROJECTS INCLUDING SIX LARGE
HUB AIRPORTS, AIRPORTS HAVE INCLUDING BOTH GREEN FIELD PROJECTS AND ADDITIONS, TWO OF THE AIRPORTS PROGRAMS
WHERE THE LARGEST AIRPORT PROGRAMS AT WHEN THEY WERE UNDERWAY.
EXTENSIVE BACKGROUND IN THE PLANNING, NEGOTIATION AND EXECUTION OF COMPLEX GLOBAL CONSTRUCTION PROJECTS FROM
CONCEPT TO COMPLETION. PROVEN ABILITY TO CONDUCT QUALITY AND SAFETY INSPECTIONS OF ONGOING PROJECTS TO ENSURE
COMPLETION ACCORDING TO SCHEDULE AND COMPLIANCE WITH REGULATIONS. SKILLED AT BUILDING AND LEADING TEAMS OF
MULTIDISCIPLINARY EMPLOYEES AND CONTRACTORS.
HAS EXPERIENCE AS THE DESIGN MANAGER, PROGRAM MANAGER, OWNER AND AS GENERAL CONTRACTOR ON AIRPORT
PROGRAMS.
OPERATIONS & MANAGEMENT STRENGTHS:
 Team Building & Leadership
 Contract Development/Negotiations
 Safety Monitoring & Quality Assurance
 BudgetAdministration /Management
Professional Experience
JACOBS – UNITED STATES
Program Manager Aviation (2015 - PRESENT)
Responsible for directing of discipline leaders and marketing staff in the overall execution of multiple larger aviation
projects.Administrating prime contracts, meeting client requirements and company commitments. Responsible for
delivering large and multiple aviation projects, on time, within budget and within specifications. Functioning as team
lead including as liaison to internal departments and plans organizes and staff key field positions. Current focus has
been at work at the following Airports
 SFO T3 West PMSS
 GOAA South Terminal Phase 1 PPMS
 ATL CMS
JOHNSON CONTROLS INTERNATIONAL – DOHA, QATAR
Ops Project Director Aviation (General Contractor) (2011 - 2015)
Project Director for the CP75 projectat the new Hamand International Airport /New Doha International Airport. HIA is
the Global headquarter and main hub for Qatar Airways. At the time of it construction was the largestAirport
‘greenfield’ projectin the world. Construction site over 5,550 acers,terminal area of 5 million sq ft. The initial
passenger opening capacityin 2015 was 29 mppa. The CP75 Project was a Design Build contract, JCI as the Prime
contractor and I as Ops Project Director was responsible and accountable for the success,qualityand safety of the
projectto Client(NDIA) and JCI management.Projectconsisted of10 Terminal Operational Control Centers located
in the PTC and one Operational Control Center for Qatar Airways in the Qatar Airways Operational building. Manage
a team of 500+ including directstaffand subcontractors. Supplyand custom design and fabrication in 15 countries
requiring cross coordination and owner approval.Responsible for the projectfrom the tender stage, contracts,design
phase,change orders, fabrication,construction,startup,handover and maintenance.
 Responsible for the projectfrom the tender stage,through design phase,and through construction execution
until handover.
 All of work was done inside another active Contractors work area, requiring careful coordination,difficult
logistics,careful planning and good communications.
 Control Centers include
 Airport Operations Center,
 Airport Security Operation Centers,
 Crises ManagementCenter,

2.  Qatar Airways Operations,
 IT Operations Centers,
 Apron Control Towers,
 Ramp Control
 Qatar Airways World Headquarters Control Center.
 All of the projects builtwith in other
 Environmental Health and Safety Awards - Over 3.5 million man hours and 1,300+ days w/out losttime JCI
Gold Medal Award 201 and 2012 for Safety.
 Completion ofControl Centers on time to supportstartof airport trails and operations
 Coordinated with Airport Operations and Qatar Airways so they could operate the old existing Airport from
the New Airport Operation Center before 6 months before they transferred operations
 Maintained margin and contingency
 Project team awarded Johnson Controls Gold Star Award 2013 for Continuous Improvement
 Managed risk and claims
AIRWAYS INTERNATIONAL - MUSCAT, OMAN
Senior Resident Engineer/ Sr. Project Manager (2010 - 2011)
Project Manager for the Main Contract 2 at the Muscat International Airport. Muscat International Airport is the HUB
for Oman Airlines.The project was adjacentto the existing airportand added two new runways a new 29 gate
terminal with an opening capacity 12 mppa on opening day. The MC2 contract was a Design Build (Yellow Book)
FIDIC contract.
 Value Engineering approvals ProjectManager for the Main Contract 2 at the Muscat International Airport.
 Project scope included
 Air Traffic Control Tower, (97 meter)
 ATM building,
 Data Center,
 ContingencyTraining Centre,
 Wide IT Network (AWAN),
 Crash Fire Rescue building and supportbuildings
 Project is a Design Build
 As the Engineer;
 Responsible for the projectfrom the tender stage,through design phase,and through construction
execution until handover.
 Responsible for managing
 Design review team of architects engineers
 Site inspection team during construction
 Contracts and quantities surveys
 Managementof the developmentofthe tender documents
 Review of responses to tenders and developmentofevaluation reports
AECOM- TRIPOLI, LIBYA
Senior Project Director (2010)
AECOM scope is the Program Managementof$50 billion of Housing and Infrastructure projects in Libya.
Responsible for assisting the Program Director in the coordinated managementofall Communitydevelopment
projects across Libya.Team consisting ofProgram Managers II or Senior Regional Program Managers to monitor
cost, schedule,and technical performance ofcomponentprojects and operations,while working to ensure the
ultimate success ofthe program. Responsible for determining and coordinating the sharing ofresources among
projects to the overall benefit of the program. Responsible for stakeholder managementparticularlystakeholders
external to the organization.
Key Projects & Achievements:
 Projects executed as design build manyin remote areas requiring contractors to provide
housing and infrastructure for staff and to fabricate building materials.
 Each Communityprojectincludes:Housing,Infrastructure and Public buildings.Community
size ranging from 10,000 to 50,000 residences.
 Managed program change in accordance with the change managementplan to control scope,
quality, schedule,costand contracts.

3.  Execute program plans (quality,risk, communication,staffing,etc.) by using the tools identified
in the planning phase and by auditing the results oftheir use in order to align the program
outcomes with stakeholder expectations and standards.
STANLEY CONSULTANTS INTERNATIONAL- KUWAIT CITY, KUWAIT
Senior Project Manager/ Construction Manager (2008 to 2010)
Project Located at KuwaitInternational Airport. Project is an enabling projectfor a new runway and terminal. Lead a
team of 70 professionals for the KuwaitAirspace System Plan (KASP) project. Program totaling KD 250M (US
$925M).Project / Construction Manager for the KuwaitAirspace System Plan (KASP) project. Program totaling KD
250M (US $925M). Responsible for developmentofconstruction documents,bid documents,supportduring contract
negations,managementof contracts after award until completion.Coordination between contracts and coordination
with other contracts. Office responsibilities included invoices,contractchanges with client,coordination with partners,
coordination with headquarters,and staffreviews.
 Major Elements:
 KuwaitCommunication Meteorological Center, which is a six story air navigation, meteorology, training
and control center
 Electrical Infrastructure & South Power Building, which included a new power building, six new sub
stations, renovations of nine new existing substations and connecting power cable and control cable.
 KuwaitAirport Data Interchange Network (KADIN), new airportwide fiber communication cable network
to support all exist and future development.
 New electrical grid, sub stations and fiber cable network was installed nextto active passenger terminal,
airfield and roads without disruption or injury.
 ATC Communications,
 Airport Surveillance Radar (ASR),
 Air Traffic Management (ATM),
 Advanced Surface Movement Guidance and
 Control System (ASMGCS) and
 Instrument Landing System (ILS/NAS) to support a CAT III environment.
CDM, INC. – Chantilly,Virginia
Deputy Public Assist Coordinator (2005 to 2008)
Served on FEMA consultantteam responsible for assessing damage on Health & Research and Educational facilities
in Louisiana due to hurricanes Katrina and Rita.
Directed a 12-member building assessment team consisting of architects, engineers, estimators and accountants.
Met with grant applicants to determine site and damage assessments. Developed scopes of work and determined
repair and replacementestimates.Conducted structural assessments and prepared reports on findings. Facilitated
hazard mitigation efforts in order to lessen potential future damage.Worked with applicants in reconciliation of scope
and reviewing of construction change orders for scope alignment.Created projectworksheets,prepared construction
cost estimates and developed action item reports.
Key Projects & Achievements:
 Instrumental in the delivery of over $2B in grants for the rebuilding ofLouisiana.
 Examples ofmy Projects Work sheets and Estimates to be incorporate in future training tools
 Clients/applications included the Archdioceses ofNew Orleans,LSU Health Science Center,
Tulane University, Orleans Public School Board and Recovery School District.
HNTB CORPORATION – Alexandria, Virginia
Senior Project Manager (2001 to 2005)
Managed teams of internal design and administrative staff.Negotiated with and supervised sub-consultants,including
contract scopes and payments. Facilitated meetings with design teams and airport authoriti es. Delivered
presentations to airport authorities in order to win projects. Developed cost proposals for design work and change
orders.
Key Projects & Achievements:
Washington Dulles International Airport – APM Tunnel System and Vehicle Maintenance Facility; Dulles, VA
Washington Dulles International AirportIAD as a HUB airportfor United Airlines was originallydesign and builtto
using Plane mates to transfer passengers from the terminal to and from their plans.This projectwas to provide
tunnels for the people mover train system,underground pedestrian tunnels,baggage tunnels and vehicle
maintenance facility.Overall project consisted of10 miles oftunnels with a program costbudgetof $800 million.Post

4. 911 budgetreduced to $400 million.Major elements included International Automated People Mover (APM),
Domestic APM, Pedestrian Walk back tunnel,Tug tunnel,Baggage tunnel,Utility tunnel and APM stations
 Discipline Manager Facilities/Architecture/Structural Responsible for managing all ofthe teams Architectural
and Station Structural design scope as well as providing coordination and interface between the Tunnel
team and the other design projects.Providing integrated 3-D CAD models atmultiple design team interfaces
to facilitate coordination and Client Airport (Operations and United Airlines) understanding.Conceptual
Designs for APM Stations at eight locations.
 Project Manager for the EastDomestic APM Station at Tier 3 which was developed to supportmultiple
future possible Concourse options for Tier 3 including:Regional Jets ‘H’ layout, Typical Concourse ‘I’ and a
Mobile lounge terminal.The EastTier 3 Station was then integrated into the East Domestic APM tunnel
design as a station shell with the tunnel ventilation system. Presentations made to Airport operations and
United Airlines or approval of design.
 Package Manager-Vehicle Maintenance Facility (VMF) Projectconsisted of100,000 sq.ft heavy and light
maintenance service and storage facility.The VMF provides for inspection,service,testing,and repair of the
APM System vehicles.
FIRMS NOW PART OF JACOBS ENGINEERING GROUP - CARTER & BURGESS, INC.– Orlando, Florida / Honolulu, Hawaii (1998
to 2001) SVERDRUP FACILITIES, INC. St. Louis, Missouri / Bangkok, Thailand (1997 to 1998)
Orlando International Airport; Orlando, FL
 Aviation Principal for this 310,000 sq.ft new ground transportation center facility. The ground transportation
center provides rental car facilities,airline ticketing,baggage drop-off,curbside check-in,pick-up area for
taxi and airport shuttles,as well as drop-offof all commercial buses and vans.The center is contained in
130,000 square feetof remodeled space and 180,000 square feetof renovated garage space.All work was
staged to maintain continuous 24-hour operations during construction.
 Senior Project Manager for five projects at Airside 1. Projects including a new Bus Hold room,sterile corridor
modifications,additional Swing Gates,new Duty Free shop,kids playarea and Air Handling Unit
replacements to increase capacityto supportincrease demand withoutincreasing central plantchilled water
requirements.All of these modifications were staged so thataircraftand facility operations would notbe
impacted.
 Sr. ProjectManager – Landside Civil Engineering including transportation planning,road design,bridge
design,drainage and utilitydesign on the 1,000 acre site.Phase 1 of the projectestimated at$336 million.
Ultimate terminal will include 120 gates domestic and international and will include a new central utility plant,
various parking garages,and intermodal transportation center and supportfacilities.
Los Ángeles World Airport; Los Angeles,CA
 Deputy Project Manager – Project included the planning and design ofroadways,drainage and utilities for a
400 acre Century Cargo Complex. LAX at the time the 7th
largestcargo complexin the world. Also manage
a design build 65,000 SFcargo facility.
U-Tapao Airport Privatization, Thailand
 Developed a Privatized Implementation program for the developmentofa jointuse Military and Commercial
Airport. Key factors in this developmentare Developmentofa Free Trade Zone, Cargo Facilities,and
Passenger Facilities which are developed in a manner which is self-sustaining and required no
Governmental financing.
Detroit Metropolitan Wayne County Airport – (HUB for Northwest Airlines (now Delta))
 During the developmentofDesign ofCurrent Terminal
 Program ManagementQA/QC reviews.
 Performed QA/QC reviews of the Infrastructure,
 QA/QC reviews Passenger Terminal and Supportfacilities.
Hawaii DepartmentofTransportation Aviation Division – GIS / AssetInventory
 Unit Manager – Statewide Airport Geographical Information System (GIS) and conducting a physical ass et
inventory to improve project management,planning and decision supportapplications for infrastructure and
environmental managementat all 16 airports statewide.

5. URS-GREINER AND PACIFIC CONSULTANTS INTERNATIONAL(PCI) – Kuala Lumpur, Malaysia
Design Manager- PC I / Sr. Construction Area Manager - URS-GREINER (1994 to 1997)
Part Kuala Lumpur International Airport $3.7B ‘green field’ airport construction project during the design and
construction phase. KLIA opened with a capacity of 25 Million Passengers per Annum (MPPA) planned capacity 60
MPPA and serves as the new hub for Malaysia airlines.Served as Design Manager of international satellite terminal
during design phase with Pacific Consultants International.Asked by the Malaysian government management to stay
on during construction. During construction, working for URS, worked as Sr. Construction Area Manager as part of
the Program Management Team.
 Major Elements:
 Construction Manager for Earthwork – 25,000 acre site builton existing oil palm plantations.Soil
varied from marine clay and peat. Average required removal of20 meters and replacementwith 30
meters suitable ofsite soil to achieve require compaction.
 Construction Manager Runways – Two 4000 meters by 60 meters,Full CAT 2 runways out of 5 that
have been planned.
 Program Management/Coordination for Main Terminal - 2.6 million sq ft,6 levels, 216 check-in
counters,12 baggage claim carousels,connection to mass transit.
 Program Management/Coordination – 4 levels,20 Jet bridges (2 to accommodate A380 aircraft)
and 23 remote stands.Contactpier has been configured for domestic arrival and departing
passengers on separated levels.
 Design Manager for Satellite Terminal – 4 levels,Used for International flights only26 jet bridges (3
to accommodate A380 aircraft) and 15 remote stands.
 Program Coordination with Total Airport ManagementSystem (TAMS) – Provides a fiber optic
network that encompasses the entire Airport. It links all business,operational,safety,security, and
maintenance on one integrated network that can be accessed through outthe Airport.
 Air Traffic Control Tower 130 meters tall.Tallestin the world(atthe time)
 Apron Control Tower 40 meters tall.
Responsibilities:
 During Design Phase: Design Manager- Malaysian Japanese AirportConsortium Responsible for
programming,detail design,construction documents and coordination ofPassenger Terminal Projects.
Projects including the Main Terminal,ContactPier, Satellite Building ‘A’, Tracked TransitSystem and
Apron Services.
 Managed the Design for the Satellite Building ‘A’ Project. This $500million project is a four level
1.55 million sq.ft. facility In plan the building is configured as an ‘X’ to accommodate 26-passenger
boarding bridges and an APM station for connection back to the main terminal. In the center of the
“X” is a circular landscaped hub.The basementlevel contains the baggage connection equipment.
The ground level is for HVAC, operations, baggage delivery and APM maintenance. The next level
was the passenger level. On this level there are the gate lounges, restaurants, shops, and rest
rooms.On the up level there are the Airline business lounges,specialtyshops,and hotel rooms for
passengers.
 Coordinated Project Schedule Interface requirements between the Passenger Terminal Projects
and other related KLIA projects.
 Design liaison and coordinator with the Track Transit System (APM) and other Terminal Projects.
 Evaluated Contractors’ submittals for their compliance and abilityto constructthe Satellite Building
‘A’ Projectdeveloped a recommendation reportfor use in the selection and award of the prime
contracts
 During Construction Phase: Sr. Area Manager Work Packages - KLIAB (Authority) Site Planning Extension
of Staff team.
 Provided directsupportto ClientManagement
 Responsible for the projectcontrols,scheduling,planning and coordination ofall 90 construction
packages
 Managed site inspection coordination team
 Developed integrated milestone driven schedules for all work packages. Driven by contracted
interfaces and verified with field inspections. These became part of the Interface Management
System (IMS). Primavera P3, Excel and Access were principle tools used.
 Forecasted critical delays and developed action plans for necessary corrective actions when
required.

6.  Managed a staff of 6 Area Managers and 6 Engineers.
 Maintained Area Management duties for 17 Construction packages.
 Planned and coordinated Construction activities in preparation of Aircraft Control Trial Operations .
 In addition to managing other Area Managers responsible for the project controls and coordination
of the all earthworks, runway, apron, airfield lighting, and navigation projects.
 Managed the development of recovery programs of 9 critical Construction Packages. All of these
projects were rescheduled with required changes too priorities and resources. As a result the
Airport was opened on schedule.
MINISTRY OF DEFENSE & AVIATION - KINGDOM OF SAUDI ARABIA - IAP (International Airport Projects)
Jeddah,Kingdom ofSaudi Arabia
Senior Architect / Structural Engineer- Engineering and Construction Division - Jeddah 1992-1994
Worked directly for the Ministry of Defense and Aviation Kingdom ofSaudi Arabia. As part of owner’s team
responsible to the Ministry for the all planning,standards,design and construction ofmodifications,expansions and
new and existing facilities atall three international airports. Projects including the following:
King Abdulaziz International Airport, Jeddah,Saudi Arabia
 Part of Master Planning team thatdeveloped a 30-year master plan for developmentof the King Abdulaziz
International Airport. As part of this 30-year plan,a terminal zone plan was developed which provided for a
staged developmentofthe new facilities,along with developmentofdesign standards and project
requirements.
 South Terminal and VIP Terminal Addition ProjectManager. Responsible for all design and construction
activities for an addition to the existing KAIA South Terminal and VIP Terminal.South Terminal and Apron
additions were partof a staged plan to convert from a mobile lounge operation to a contact gate operation in
order to add capacity and improve operations atthe existing facilities.VIP Terminal facilities used for the
arriving and departing of members ofthe Royal family, Very importantlocal business men and Very
importantguestofthe Kingdom.Projectconsisted ofnew dedicated road system which interfaces with the
reconfigured entrance ofthe VIP Terminal.The VIP Terminal was doubled in size and reconfigured to
accommodate increased volume and operational and securityprocedural changes.
King Fahd International Airport, Royal Terminal - Dhahran,Saudi Arabia
 Senior Engineer and Architecture for the design and construction ofa new Royal Terminal for the King of
Saudi Arabia and the Crown Princes and as an arrival pointto the Kingdom for other heads of state. Facilities
include Royal conference center, Royal family Bedroom Suites,Gate Lounges,Immigration,Customs and
related offices.Unique features included 32 meter high arches in Royal conference center with a suspended
glass curtain wall.
 Construction Administrator ofnew Responsibilities included construction administration and oversightofthe
construction managementof$1.5 billion ofprojects at this new airport. Projects include grading,drainage,
runways,apron, taxiways, bridges,utilities,terminals,cargo facilities,GSE facilities,maintenance facili ties,
administration building,securitybuilding,ground radar/metrology,parking structure,and mosque.
 VIP Terminal -Senior Architect Responsibilities for all Architectural related issues for the design and
construction ofa new VIP Terminal builtas partof a the new terminal concourse.Facilities used for the
arriving and departing of members ofthe Royal family, Very importantlocal business men and Very important
guestof the Kingdom.
King Khaled International Airport, Industrial Estates - Riyadh,Saudi Arabia
 Construction Manager. Responsibilities include managementof$150 Million of Infrastructure projects at the
KKIA Industrial Estates project.Industrial Estates tenants include Commercial and Militarywhich require
Apron access projectwas partof the Peace Shields program. Projectincluded:Apron, Site development,
Road ways, Utilities,Maintenance facilities,Water supply, and facilities for large operators requiring airfield
access.

7.  Project Manager. Operational changes required baggage securitycheck prior to passenger check-in.Project
scope included modification to the existing check -in facilities and additions to the existing facilities.The
configuration required a reconfiguration ofthe Terminal interior withoutdisruption ofArchitectural design .
COMMONWEALTH OF PENNSYLVANIA -Harrisburg,Pennsylvania 1991-1992
Construction District Manager - Department of General Services
Responsible for the building construction program representing the owner ofnew and renovation projects and their
successful completion. Duties included planning and directing the inspection program,coordination ofconstruction
and design staff,establishmentofprogram and schedule priorities,review requestfor payments,time extensions,
change orders and personnel management.
Harrisburg International Airport,PA
 Projects including
 Systematic repair of the sole operational Runwaywithoutinterruption offlight operations.
 Passenger Concourse addition which added 4 contactgates to existing facilities.
 New supportfacilities added included fire rescue building
 Snow removal equipment building
 Managed a District office and inspection staff of 55 employees.
 Projects included: Aviation, Office building, Prison, Hospital, University, Capital and Welcome Centers.
 Projects ranging in value from $50,000 to $40 Million and from one to 16 stories.
MARRIOTT CORPORATION - Bethesda,Maryland 1988-1991
Design Manager - Architecture and Construction Division
As the owner responsible for the overall management and design liaison from site development, design, through
construction, project closeout and property opening.
PROJECT ARCHITECT & STRUCTURAL ENGINEER in TEXAS for the following firms:
TMBP- Dallas, ELM INC. - Wichita Falls, & Fanning, Fanning and Agnew, Inc. - Lubbock. 1982-1988
Education and Credentials
 Bachelor of Architecture (Structures Option)  TEXAS TECH UNIVERSITY – Lubbock,Texas
 Bachelor of Science in Civil Engineering (Structures Option)  TEXAS TECH UNIVERSITY – Lubbock,
Texas
 Dean's List / Chi Epsilon
Eagle Scout /Vigil in the Order of the Arrow
Professional Registrations:
 Registered Architect - State of Texas #12117 obtained 1987
 Professional Engineer - State of Texas #70181 obtained.1990
 International Civil Aviation Organization (ICAO)
Professional Associations:
American Institute of Architects (AIA), American Society of Civil Engineers (ASCE), American Concrete Institute
(ACI), American Institute of Steel Construction (AISC), American Society of Heating,Refrigerating and Air-
Conditioning Engineers (ASHRAE), American Association of State Highwayand Transportation Officials (AASHTO),
Construction Specification Institute (CSI),Design-Build Institute ofAmerica (DBIA)