Christopher B. Kollar is an alumni of the School of Professional Studies' Construction Administration Program. Currently, he is the Vice President of Operations and Executive Director at JLS Cost Management Systems Inc.
New York City is among the most challenging and costly urban environments in which to build. Factors such onerous municipal regulations and logistical constraints are amplified within the central business districts. In addition, major interior renovation projects affect sensitive occupied workplaces, critical infrastructure, and life-safety systems. These distinctions have likely propped up a consultant market for independent project managers and owner representatives, which is more traditionally a level of management more common overseas. These professionals can be engaged as an internal resource or an external service provider.
Because it's not only a matter of instituting project control metrics or policies and procedures, the most effective of these project leaders are usually generalists in spirit. They possess a broad understanding of the entire construction process. The generalist springs from involvement on a range of projects with varied roles, specialized studies and degrees, or other related experiences. This diversity of background also empowers active communication among all interdependent stakeholders such as clients, designers, contractors, and crafts. And unlike other advisors, such as construction managers, the owner rep or project manager capability can be purchased independent and separate from financial incentives tied to a project’s final cost. Their focus can remain on the daily construction issues that arise to promote sensible and alternative solutions that are in the project sponsor’s best interest.
New York City is among the most challenging and costly urban environments in which to build. Factors such onerous municipal regulations and logistical constraints are amplified within the central business districts."
On December 16, 2020, Francisco X. Pineda FRICS, Academic Director, MS Construction Administration, collaborated with Christopher B. Kollar CNAD ’13 for a panel discussion with three industry leaders, who shared their own career path stories and provided an outlook on employment within the construction project management and owner representative space during these extraordinary times. The panelists are also members of the ORPM Alliance, which was formed in response to the pandemic’s impact on their constituencies in New York City.
Panelists:
Deborah Romano, Senior Director, Project Management, CBRE
Linda Foggie, Senior Vice President and North American Head of Corporate Occupier, Turner & Townsend
Donald A. Hickey Jr., Senior Vice President, Project Management & Business Development, JLS Cost Management Systems Inc.
Moderator:
Christopher B. Kollar, Vice President of Operations and Executive Director, JLS Cost Management Systems Inc.
The ORPM Alliance (‘the Alliance’) is a community of like-minded professional Owner’s Representative and Project Management firms who serve a diverse range of client constituencies within the design and construction industries. The purpose of the Alliance is to harness our collective expertise in order to provide clear consensus-based recommendations to the occupier, tenant, and end user client constituents navigating challenging matters which affect the design and construction industries as a whole; the ORPM Alliance strives to be the trusted advisor to our collective clients, providing them with guidance and information so they can make informed decisions on solving problems and mitigating risk.
The ORPM Alliance (‘the Alliance’) is a community of like-minded professional Owner’s Representative and Project Management firms who serve a diverse range of client constituencies within the design and construction industries."
Donald A. Hickey Jr. originally trained as an architect, but during the mid-1970s in New York there was a shortage of jobs at architectural firms. Don became aware of facility management platforms within major Wall Street institutions, which led to his first employment at Drexel, Burnham, Lambert. The work involved establishing user requirements and executing business-as-usual office reconfigurations. This was constant demand to keep base with office churn related to the financial company’s growth. Following early successes, Don’s subsequent roles steered him to major capital projects across the globe, with firms such as Goldman Sachs and Salomon Brothers, in abroad locations such as Tokyo and London. As business economics changed, Don moved to the publishing industry to lead global facilities and capital projects for Time Inc. Don currently serves a trusted advisor to major corporations as Senior Vice President at JLS Cost Management Systems.
Linda Foggie is an Architect, starting her career designing office and retail projects across the East Coast for BVI Architects. Linda found success within the firm’s construction department, by managing teams and developing fruitful client relationships. This guided her to CBRE where she provided external project management for Wells Fargo, Bank of America, and Santander Bank. These roles led to Linda being hired direct by Wells Fargo as an executive within their real estate platform. Linda currently leads Turner & Townsend’s New York Office, where among other responsibilities, oversees the development of talent and client teams.
Deborah Romano grew up around the in-house facilities department at Paine Webber, where her mother was employed. Deborah got a chance to practice drafting plans and then receiving an internship opportunity. Deborah’s demonstrated abilities were recognized, and she was encouraged to pursue project management. Deborah earned her construction management degree. She then studied interior design, which gave her extensive knowledge of interior construction features. Deborah worked in-house for American Express and then moved to the service provider side for CBRE. The global real estate services firm offered ample opportunities and headroom for Deborah to move up. Deborah is currently a Senior Director in the firm’s New York office.
The panel discussion promoted project management and owner representation in the main and specifically its deep position within the New York City interior construction market. Despite the pandemic’s crushing impact on new construction and commercial leases, interior construction still needs, to a degree, follow the cycle of expansion and contraction of facilities. The bigger dilemma arises when businesses mostly tread water and do not make capital or operational expenditures. In this vein, the panelists encouraged students to pursue service provider firms and stay open to opportunities within corporate capital projects and facility operations platforms.
The panel discussion promoted project management and owner representation in the main and specifically its deep position within the New York City interior construction market."
It was highlighted that for students and graduates, many with technical degrees, the chance to enter the larger project management arena can develop their professional skill set and personal brand. Projects require input and cooperation from many players and so soft skills such as communication, flexibility, and big picture thinking become areas of practice. The field also varies in nature, so project managers can focus on a particular client sector or type of construction. Attendees of the virtual panel were urged to find their strengths and build off them to gain marketability and accomplishment. It was noted that some indications are that corporate real estate planning may be taking a rest during 2021 and so now might be an advantageous time to seek different experiences.
The views expressed are those of the author and do not necessarily represent the views of any other person or entity.