Robert Bazewicz has over 40 years of experience in real estate development, engineering, construction, and strategic planning. He has held leadership roles with several major companies, helping them expand into new markets and industry segments. Currently, Bazewicz is seeking a new opportunity where he can apply his expertise in strategic thinking, business acumen, and project management.

1. ROBERT BAZEWICZ
CAREER PROFILE
Contact Information: 908-326-3043(home)
917-531-0709 (cell)
Bazewicz@optonline.net
One Pembrook Lane, Bedminster, N.J. 07921
SUMMARY
With my educational background, extensive experiences, and relationships I have proven myself as a
proactive leader who shares knowledge and enjoys success. My goal is to join an organization that
appreciates and utilizes my strategic thinking, a sound business acumen, and professionalism.
EMPLOYMENT HISTORY
Cosentini Associates, A division of TetraTech, Inc. (1/2004 to 12/2007)
Director, Project Development
Cosentini is a leading global MEP engineering firm with 400 personnel, headquartered in New York City
with branches in Boston, Chicago, Orlando, Las Vegas and Paris, France. It was a privately held
organization (sole proprietor) since its inception. It was acquired by Tetra Tech a publicly held
environmental consulting firm in 2002. At the Cosentini level my responsibility was to expand their project
involvement overseas, specifically the Middle East; introduce a common method of communication
throughout the organization and especially in the project implementation process and client
communications. I also had a directed responsibility in two new Divisions, Mission Critical and
Commercial Interiors managing client communications and assisting with the project delivery process. At
the TT level I maintained inter-company communications with TetraTech a 7,500 person multi-disciplined
engineering firm with 300 offices, five division, while providing $1.8 billion annually in consulting services.
There were significant cultural differences between the two organizations at the time of acquisition. There
was no standardized procedure for integration in the areas of project management and delivery, Go/No
Go decision making on project opportunities, and general internal reporting and communications. Overall
continuity was the objective.
Realty Advisors, Inc. / C D N, Inc. (1991 to 2003)
Principal
Realty Advisors, Inc. provided consultation to clients in the development and management of their real
estate holdings. Typical projects included a new distribution center and several interiors projects for
United Parcel Service, located and developed a corporate headquarters for Falcon Jet, a major
distribution center for Russ Berrie, Inc., converted a 56 acre quarry into a major residential project, and
managed several portfolios for NJ real estate families.
CDN, Inc. worked successfully with approximately 30 industry organizations over varying lengths of time,
typically assuming a senior management role. Developed and implemented new strategic approaches to
growth, project delivery, business development and communication across internal or geographic
locations. The responsibility often involved the selection of training and/or certification programs for staff,
as well as organizational structure. The results improved project delivery, new business opportunities,
strengthen relationships across business lines, increased profitability, and heightened industry
recognition.
A limited sampling of the corporate clients includes the following:
• HOK Architect-NYC & Nationally
• Barr & Barr Constructors-NYC, Boston & NJ
• Weiskopf & Pickworth, Structural Engineers-NYC
• Matrix Environmental Consultants-NJ
• Damon G. Douglas Construction-NJ
Organizational clients included:
• America Institute of Architects (Committee involvement)
• Founder, Construction Industry Career Day-NJ
• The Construction Roundtable of NJ
The change brought about by the events on September 11, 2001 brought the consulting practice to an
end.

2. McBride Enterprises (1986. to 1991)
Vice President of Project Development
As Vice President my responsibility was to lead and direct our internal team in meeting the goals of
ownership, as well as the real estate expectations of our clients. There was a generational handoff
occurring within the 100 year old organization, which brought about a new focus on succession planning
and selling assets. Negotiation of lease agreements encouraged purchase by the tenant, and the
numerous design/build contracts became “sales vs. leases”. In addition to assembling and directing
project teams, from design through construction, and maintaining a continual/productive relationship with
the client, there was a need to refocus on project profitability at the time of sale vs. long term return over a
30 year lease. Internal responsibilities included the management of a 2.5 million S.F. portfolio of mixed
office and industrial properties, and 4000+/- acres of land. A core staff of 65 +/- professionals and
numerous consultants was involved. Specific projects included the 250,000 SF North American
Headquarters for Jaguar Cars, Inc., a 400,000 SF Worldwide Data Center for UPS (largest NJ project in
1989), and the sale of a 1400 acre track of undeveloped land to the State Green Acres Program.
Langan Engineering (1981 to 1986)
Manager
Primary responsibility was to establish the firm in new geographic markets (NYC and S. Florida) and
diversify it into new industry segments (environmental as well as geotechnical/civil). This diversification
involved a commitment by company ownership to change its strategic approach to growth, add additional
senior managers, and develop numerous new members of the management team. The structural change
was implemented with the assistance of outside consultants to refocus the organization and introduce
new management techniques. Simultaneously, I developed a real estate portfolio for the Principals of the
firm, which involved 2 speculative office buildings (325,000 SF) and a second phase of 300,000 SF plus a
200 key hotel.
The Hillier Group (1979 – 1981)
Senior Land Planner
My addition to the firm in 1979 expanded the firm’s offerings beyond pure architectural services. Adding
staff expanded its services into the discipline of land planning and real estate development consulting for
the private sector. Large-scale projects such as a 2500-acre mixed use project in Middletown, New Jersey
for Olympia York; and the development of Harbour Island a 177 acre high density mixed-use project
adjacent to downtown Tampa, Florida for Beneficial Management / Lincoln Properties are prime
examples.
Richard Brown Assoc. (1973 to 1979)
Associate/Director of Design
A “New Town” planning firm headquartered in Columbia, Maryland, Diversifying into architecture and land
planning I began as the first architecture/planning design professional in their NJ engineering office.
Projects included PUD’s, commercial centers and planning for large scale mixed-use developments. The
large scale projects involved waterfront development along the Hudson River. Bankruptcy hearings were
being conducted for the real estate holdings of the Central RR of New Jersey, as well as the consolidation
of properties now know as the “Newport” area of Jersey City. On the public front I developed numerous
Municipal Master Plans under the new Municipal Land Use Act, 1976. My leadership grew the staff to 25.
EDUCATION AND LICENSES
University of Oklahoma: Masters in Urban Planning
University of Oklahoma: Bachelor of Architecture
Licensed Professional Planner (1979)
Licensed Real Estate Professional (1998)
ORGANIZATIONAL AFFILIATIONS
• Director, Academic Decathlon of New Jersey (1980-1985)
• Trustee, County College of Morris (1995-97)
• National Director, Ace Mentoring (2000-01)
• Adjunct Faculty, NYU Real Estate Institute (2004)
• Assoc. AIA, Trustee, Center for Architecture Foundation (current)