|
G. BA-n TA
<br />& AS OCIATES
<br />11 O
<br />Our portfolio of projects is extensive and encompasses uses such as up to 300 -unit multi -unit residential projects, large
<br />nursing homes, churches, and commercial projects.
<br />June 2000 — Present - G. Batista & Associates (Design -Build En ing eerinp Contracting firm)
<br />Position: President, G. Batista & Associates (Design -Build Contracting firm)
<br />Description:
<br />G. Batista & Associates (Design - Build) is a (CM) Construction Management firm providing Construction Management
<br />/ Design -Build services to public and private entities as well as commercial and residential properties.
<br />February 2001 — June 2003, John Moriarty & Associates (General Contractor)
<br />Position: Project Manager
<br />Description:
<br />Project Manager for a The Murano at Portofino project: This $90 Million Dollar project consists of a 189 -unit, 40-
<br />story high -end condominium, marina, restaurants, clubhouse and parking garage in Miami Beach, Florida.
<br />Project Manager for Toscana project: This $100 Million Dollar project consists of a 153 -unit, 18 -story high -end
<br />condominium and parking garage in Boca Raton, Florida.
<br />January 2000 — February 2001, Opus South Corporation (Design and General Contracting) (Nation's second largest
<br />commercial developer)
<br />Position: Construction Manager
<br />Description:
<br />Opus South Corporation designs, develops, constructs, and sells its own commercial developments. I was Project
<br />Manager for the Doral Concourse project; a 350,000 sf class A office building and an adjoining 350,000 sf parking
<br />deck. As Project Manager, my responsibilities to included, but were not limited to, coordination of the complete
<br />design team for proper plans and specifications, buyout and closeout of all contracts, estimating, scheduling, oversee
<br />complete construction process, cost control and analysis, oversee all submittals, change order executions, requests for
<br />information, and all payments to subcontractors, vendors, and suppliers. Responsibilities included performing the
<br />same duties for tenant build -outs and coordinating with Opus Real Estate for proper execution from conceptual design
<br />through final punch list.
<br />September 1991 — December 2000, Turner Construction Company
<br />(Nation's largest Building Contractor at the time I was employed there)
<br />Positions: Project Manager, Senior Comptroller /Cost Engineer for Southeast United States, Estimator, Superintendent,
<br />Construction Manager for Turner's Special Projects Division, Safety Officer,
<br />Description:
<br />Project Manager: Main responsibilities included, but not limited to quality control inspection of subcontractors,
<br />layout, establishing and executing production monitors and schedules, purchasing, contract negotiations, and any other
<br />- - facet of a project required for successful completion which are too many to name. This includes Turner employee
<br />supervision on multi - million dollar projects in United States and in Puerto Rico. Most projects were high -rise
<br />residential and commercial.
<br />Some of the larger projects undertaken in the afore - mentioned capacity:
<br />1. Oceanside 4 and 5- This project was a $100 Million high -end residential condominiums in Fisher Island, Florida.
<br />2. Miami Jewish Home for the Aged — This hospital project was a 200,000 sf addition to an existing hospital in Miami,
<br />Florida.
<br />3. Galerias I - $45MM high -rise condominium in San Juan, Puerto Rico.
<br />December 1988 - July 1990, Puerto Rico Highway Authority
<br />CITY OF SUNNY ISLES BEACH
<br />RFQ No. 12 -04 -01
<br />
|