JOHN D. DOE
513 MAIN STREET, RALEIGH, NORTH CAROLINA 27601
HOME (919) 555-1234 * OFFICE (919) 555-3456 * FAX (919) 555-4321

UTILITY ENGINEER / PROJECT MANAGER

Senior manager experienced in directing projects and staff in fast-paced, results-oriented environments. Articulate communicator able to elicit outstanding performance from a diverse array of professionals. Highly successful in developing synergistic relationships to bring projects to completion on time and under budget. Strong leadership, organization, and communication skills. Skilled negotiator.

• Saved $250K in construction costs by spearheading acquisition of a 63-mile corridor with CSX Transportation for a proposed electric transmission expansion.

• Orchestrated a $2.43M electric, water, and fiber optic facilities relocation project for Phase 1 of the I-40 widening project. Secured over $2.22M in relocation cost reimbursements from the NCDOT and Federal Highway Administration.

• Slashed utility locate ticket costs 60% (a savings of over $15K each year) by developing and implementing a plan to centralize processing of underground utility locate tickets for 5 divisions.

Project Planning, Staffing and Management * Cross-Functional Team Leadership * Strategic Planning * Budgeting * Negotiations * Field Operations * Policy Development * Mediation and Litigation * Records and Information Management

EXPERIENCE

RALEIGH ELECTRIC & WATER, RALEIGH, NC 
1989 to Present
Third largest state municipality serving 105,000 customers across a 288-square-mile service territory.

UTILITIES LIAISON (1993-PRESENT)
ELECTRICAL ENGINEERING TECHNICIAN (1989-1993)

• Partner with utility companies and government highway agencies statewide to facilitate right-of-way use, relocation of utility facilities, and prevention of underground utility facilities damage.

• Direct land/easement acquisition and manage eminent domain proceedings; achieved a 92% success rate with the Highway 64-to-North Fork 1.1-mile transmission project and an 88% success rate with the .63-mile East Substation WECO tie transmission project.

• Streamlined permitting processes between internal/external agencies by creating Utility Right-of-Way Use Permit Manual and training protocols for engineering staff. Decreased turnaround time 30%.

• Currently collaborating with the Community Development Department to direct land/easement acquisition and manage potential eminent domain proceedings on the Avent Ferry Road widening project.

• Engineered conversion of existing aerial electric facilities to underground facilities at the RDU aviation complex - improved reliability, reduced safety hazards, slashed utility maintenance costs.

• Accelerated department research efficiency 80% by implementing an electronic records retrieval system integrating scanned contracts, licenses, permits, and easements. Researched and purchased appropriate scanning technology, gaining approval to invest $13K in the new technology. While project is still in its infancy, department anticipates a 60% labor cost reduction within 2 years.

• Took on additional responsibility for administering survey contracts; prepare and release work orders to contract survey firms. Review and process invoices for payment.

• Captured significant cost savings through review/analysis of new and existing CSX license agreements. Designed spreadsheet to track agreements, costs, renewal dates and other pertinent information. 

BOARD DIRECTOR-PIEDMONT ONE CALL, DURHAM, NC
1995 to Present
Centralized call center processing an average of 6 million excavation notification transmissions annually.

• Team with 20 directors to establish and govern the organization's mission, philosophy, and goals, including identification of services provided, budget administration ($2.9M), policy development, and promotion of damage prevention awareness. Supervise the job functions and ongoing performance of the Executive Director.

• Member of the 4-person transition team charged with hiring the Executive Director; also serve as Corporate Assistant Treasurer and member of the Operations and Finance Committees.

• Analyzed the cost-effectiveness and compared the overall feasibility of setting up a vendor-run operation versus an in-house call center. Played a key role in the site selection of the new Chapel Hill facility. Researched technology options and made recommendations for computer system upgrade.

EDUCATION
BACHELOR OF SCIENCE - FINANCE
North Carolina State University, Raleigh, NC
(anticipated 1999)

ASSOCIATE IN ARTS
Wake Community College, Raleigh, NC

MEMBERSHIPS AND AFFILIATIONS
Board of Directors, City of Raleigh Employees' Association
North Carolina Department of Transportation District One Utility Liaison Committee
Wake County Utility Coordinating Group
Carolina Utility Coordinating Committee
Transportation Advisory Committee