Mike speaks annually to more than 30 international corporations, industry associations and business organizations, and presents internationally broadcast Webcasts. The most recent of these are Project Management Strategies and Changing Technology for CE News sponsored by Oracle Primavera and Integrating Risk and Performance Management for IPMC 2013.
Mike is a leading business executive with more than 32 years of experience in sales, operations, and program management for multi-billion dollar industry leading corporations. Mike has focused his career on achieving successful business growth through execution of effective and efficient strategic business planning and enterprise risk management. Mike has applied this philosophy to build and manage a portfolio of more than $3.5 billion in annual revenue.
Mike is a former Institute Director of the Construction Specification Institute (CSI), Sub-committee Chair on Schedule Risk for the National Defense Industry Association (NDIA) and currently Subject Mater Expert (SME) on Schedule, Risk and Earned Value Management for the U.S. Government Accountability Office (GAO). Mike taught in the Masters Program at Columbia University, and he is an author of the book Leadership: Helping Others to Succeed.
Industry Expertise (10)
Alternative Dispute Resolution
Real Estate Dev/Ops
Information Technology and Services
Areas of Expertise (6)
Delivering Value in A Low Budget World
Strategic Application of Risk Management
Integrated Performance Metrics
Maximizing Opportunity and Reducing Threats
Strayer University: Bachelors of Business Administration, Acquisition and Contract Management 2013
Defense Acquisition University: AcqM, Procurement Management 2009
Defense industry focused procurement and acquisition management, with majors in cost analysis and earned value management
University of Hartford: ASCE, Civil Engineering 1991
- U.S. Government Accountability Office (US GAO); Subject Mater Expert (SME) on Schedule and Earned Value Management
- Society of American Military Engineers (SAME)
- Construction Management Association of America (CMAA)
- National Defense Industry Association (NDIA); Sub-committee Chair on Schedule Risk
- Project Management Institute (PMI); certified Risk Management Professional (RMP)
- Construction Specification Institute (CSI); past Institute Director
- Association for the Advancement of Cost Engineering (AACE); certified Planning and Scheduling Professional (PSP), and Earned Value Professional (EVP)
- University of Hartford Alumni Association
- Strayer University Alumni Association
- National Association of Collegate Scholars (NACS)
Richard Smith, Vice President, Director of Change Management | Bank of America
“… Mike went beyond his knowledge and leadership … to understand our needs and tailored suggestions to meet them. He didn't just come in and do what we asked; but he helped us think through the "why" of what we asked and … proved to be what we really needed.”
Thomas DeMayo, Vice President, Energy Services | AECOM
“…Mike is a manager with superior expertise and experience. ere is no one better … Best I've ever seen in the field.”
Barrett Richards, Manager | Deloitte
“Mike has an in-depth knowledge of industry. He is someone who I can go to for insight on virtually every topic … and wholeheartedly recommend him.”
Timothy Perinni, Development Executive | Brooklyn Bowl
“I highly recommend Mike.”
Sample Talks (2)
Project Management Strategies and Changing Technology
This webcast focuses on the strategies, technologies, and leadership skills indispensable to the Project Management Team, which faces tight budgets and deadlines on simple and complex projects. The expert speaker will address collaboration, alternative project delivery, Integrated Project Delivery, BIM, and other major trends, as well as the technology to enable an open, complete, and integrated technology environment for the full project lifecycle.
Successful Goal Based Business Management
No business functions without risk. Risk comes in all shapes, sizes, and sources, some will detract from our objectives while others may help to improve them. Each of these risks has some element of cost and/or schedule impact that can support or detract from our goals. Yet risk handling is often the most poorly understood, and more often poorly integrated, element how business goals are managed. Knowing how to handle and integrate risk management effectively is essential to success.
- Workshop Leader
- Corporate Training