Vice President of Safety Technology

• Mar 2023 - Present

Recalibrating

• Jan 2023 - Mar 2023

Deputy General Manager

• Aug 2022 - Jan 2023

Forever First Commissioner

• Mar 2019 - Jul 2022

Commissioner - ATL DOT

• Jan 2020 - Jun 2022

1. Integration of ATLDOT, a new department, and Strategic Plan Implementation. 2. Implementation of new department during pandemic.3. Successful Vision Zero legislation.4. Local Speed Limit Reduction to 25mph5. Dedicated bus lanes for More MARTA - Summerhill, Campbellton, and North Ave6. Development and Implementation of Action Plan for Safer Streets7. COVID Transportation Response Plan8. Revised Micro-mobility Permit (2020 and 2021)9. Partner - Tuskegee Airman Global Academy; development of STEM program10. Remedy and Completion of MLK Corridor Improvement Project11. Tactical Urbanism Permit12. One Atlanta - Light Up the Night, a major transportation justice initiative13. CID procurement legislation14. Updated traffic calming policy and legislation.15. Remedy and completion of Spring Street Bridge.16. DeKalb Ave redesign and construction 17. Cascade Complete Street construction18. Cheshire Bridge bridge emergency demo and design-build reconstruction19. Bankhead Bridge demolition20. Negotiating ADA settlement 21. 2022 Infrastructure package unanimously approved by city council22. Completion of South Fork Conservancy Confluence Bridge

General Manager - Renew Atlanta / TSPLOST

• Mar 2019 - Jan 2020

This program had over-promised and under-delivered. I led Implementation of project delivery plan; revenue projection; program budget; cash flow plan; and risk management plan. The program is now balanced to its revenue collected and is on a pathway toward successful implementation. At the same time, I implemented the reporting and controls to provide full transparency and accountability. Our overhead dropped from 30% to 12%. Our effectiveness increased 140%. This program has been fixed. Hopefully, the lessons learned will carry forward to the 2022 Infrastructure Program, if approved by the public vote.

Leader of Innovation Strategies

• Jul 2018 - Feb 2019

As Leader of Innovation Strategies, I am primarily responsible for managing the process of optimization and innovation and for recognizing and incubating innovative ideas generated by members within MBP. My focus is on several key principles that lead to successful innovation – leadership, establishing networks, developing industry partnerships, and implementing a fluid, transparent process. My responsibility to manage MBP’s cross-organizational innovation process includes supporting best practices, identifying new markets, cultivating new business opportunities, developing new skills within the organization, and implementing new technologies for the purpose of developing new technical capabilities and business practice lines.

Branch Manager

• May 2014 - Jul 2018

I am responsible for serving as the catalyst to return MBP's Atlanta operation to a growth mode. To date, we have been successful in being selected by Clemson University, Georgia Tech, and multiple local contractors and architects to provide project delivery services. On the transportation side, we are focused on providing independent engineering and program management services to both public and private clients. We believe that our competition relies heavily upon the past experience of its personnel. While this can be an effective operational method, our team is focused on a continually improving delivery process and work plan. We firmly support true value engineering, robust project controls, and transparent schedule and budget reporting. Our team is in constant pursuit of finding better ways to deliver complex projects.On the vertical side of the market, our team is focused on providing 5D cost estimating and scheduling services. This approach provide an opportunity to model facilities in a virtual space before construction. It promotes collaboration and allows important decisions to be made during design, thereby reducing change orders and the potential for claims. The 5D services rely heavily upon the integration of our BIM capabilities and project controls expertise. It is our belief at all future building construction - both new construction and renovation - will experience significant gains from embracing a 5D approach.As we move forward, we are seeking to find greater use for past project delivery data. Far too many projects are designed and built in a silo and do not benefit from experiences by other owners on similar projects. It is our goal to create a marketplace for the as-build design and BIM data. This will enable owners to both expedite and improve the quality of their facilities.

Principal Engineer / Customer Service Leader

• Jan 2012 - May 2014

Leading the team’s sales and revenue growth in the South Eas transportation market, I have been responsible for translating vision into strategy and ultimately into focused action in a soft market. I am working with a team of young engineers to develop their communication and leadership skills in order to realize growth within his business unit. At the same time, Josh is leading branding, community investment, and legislative policy efforts. I served as the company’s TSPLOST champion, where I led a team of twenty volunteers in Gwinnett, Atlanta, and Cobb.

Practice Leader for PM/CM

• Aug 2011 - May 2014

I was responsible for establishing Jacobs' transportation PM/CM practice in Georgia. Our first project selection was program management for the Cumberland Community Improvement District, where our team was responsible for the planning, design, and construction of a $250M infrastructure program. At the same time, I was assigned to the transportation team that provided independent engineering services for the Millennium Challenge Corporation on approximately $2B in transportation improvements in Mozambique and Tanzania.

Southeast Water Practice Leader, Associate Vice President

• Oct 2010 - Aug 2011

As SE Water Practice Leader, I was responsible for business plan development and implementation, marketing, continuous quality improvement, safety, and operations management for a $4 million business unit in Atlanta, GA. This business unit specializes in hydraulic engineering and the planning/design of pipelines and treatment plants. As the Atlanta water leader, I led the turn around of a team of highly skilled engineers from a 4% margin and 4% proposal hit rate to a 32% margin and 60% hit rate. The key was to create a restless discontent with the current state within the team and to champion diversity.

Senior Group Manager for Construction Management, Associate Vice President

• Jun 2001 - Oct 2010

As Associate VP and Senior Group Manager, I am responsible for the strategic planning, business development, and overall management of PBS&J's construction management contracts within Georgia and Tennessee. From 2002 to present, my business unit has grown from 20 employees and $2 million in annual revenue to 60 employees and $8 million in annual revenue on a diverse array of infrastructure projects, including highway, bridge, ITS, water/sewer pipeline, wastewater treatment plant, transit, and facility construction projects with a total construction value of $2.0 Billion

Project Manager

• Jun 1996 - Jun 2001

As project manager, I was responsible for bidding, scheduling, and constructing a range of heavy highway construction projects ranging from $2M to $20M. Typical projects included the construction of earth retaining structures, bridge construction, utility installation and relocation, site grading, and asphalt and concrete paving. From laborer to project manager, I possess a comprehensive understanding of heavy highway construction. I delivered a increased focus on site safety and training as well as implementing an innovative application to monitor field versus bid production and monthly pay estimates, which produced more accurate construction bids, increased production, and more accurate payments from owner.

Research Technician for GeoChemistry

• Jul 1992 - Aug 1995

I was a certified Radiological Worker II and also received an “L” security clearance for the United States Department of Energy. I was the lead technician in the plutonium and neptunium migration and sorption research that was being conducted as a part of the Yucca Mountain Site Characterization Project. At the same time, I served as his group’s liaison on a high profile joint project with the St. Petersburg Institute (Russia), which was a first of its kind effort initiated by the Clinton Administration to collaborate with former Soviet physicists in order to prevent them from working on behalf of North Korea.