HomeMy WebLinkAboutHeck, Thomas - Resume
CAREER HIGHLIGHTS
8 years of successful municipal experience collaborating with City Council, citizen groups, unions, human resources, and other stakeholders.
30 years of experience
developing, implementing, and monitoring budgets, programs, policies, and initiatives, drafting decision papers, making formal advocacy presentations, and preparing other analysis and
white papers.
A high achiever with a strong ‘can-do’ attitude who has been routinely appointed to transform various operations and systems raising them to national benchmark standards.
Strong,
energetic situational and facilitative leader who has a pattern of providing fast track, cost effective alternatives for customer project support requirements.
A big picture focus
and a strong strategic planner who has demonstrated flexibility in developing meaningful relationships with stakeholder groups, funders, elected officials, the workforce and the press.
A
strengths based leader who has successfully developed action plans and implemented a myriad of projects while maintaining a high level of transparency, bi-directional communication and
accountability for on time, every time results.
A detailed fiscal manager who has successfully developed budget and fiscal processes and procedures, producing significant cost savings
for the community and its taxpayers.
2008 – 2009 Director, General Services
El-Dorado County, CA
At the request of the County Board of Supervisors, developed a department
wide efficiency and effectiveness action plan to transform the general services department.
Managed Capital Projects, Parks, Facilities, and Fleet Maintenance.
Managed over 30 leases
for office space (200,000 SF).
Managed 60 personnel and a $25M budget.
2005 – 2007 Interwest Consulting Group
Northern California
Fulfilled various municipal management
roles in community development, maintenance, and capital construction.
Routinely collaborated with City Council, other city leaders, and community stakeholders.
Managed a $20M Downtown
Revitalization and $20M Park and Aquatics Center Project.
Worked with and provided oversight to developers and contractors to ensure project compliance.
Managed plan check, development
conditioning, adequacy of improvement plans, infrastructure, designs, and construction projects.
2000 – 2005 Deputy Director Operations, Public Works
City of Reno
Responsible for
day-to-day operations of $27 million division and 170 personnel.
Routinely collaborated with City Council, Civil Service Commission, other city leaders, and community stakeholders.
Implemented
system transformation to bring operations to national benchmark standards.
Managed financial and human resources allocations.
Implemented workforce development for subordinate leadership
development.
Set goals and objectives for maintenance operations measured through task management system.
Instituted task focus for improved operational effectiveness and customer satisfaction.
Devel
oped and implemented process improvement initiatives which saved in excess of $3M annually.
1998 – 2000 Director, Buildings and Grounds
University of Southern California
Los Angeles, CA
Responsible for day-to-day operations of 80 personnel and $9 million budget.
Managed
financial and human resources allocation in multiple locations.
Built, implemented, and monitored annual operating/capital requirements budget.
Provided financial and operational analysis
to university leadership.
Spearheaded organizational improvements for maximum productivity and customer responsiveness resulting in savings to the university of over $150K annually.
Established
performance metrics and ensured compliance with federal, state, and local regulations.
U.S. AIR FORCE JUNE 1977 – MAY 1998
1996 –1998 Public Works Director
Los Angeles
Air Force Base, CA
Managed 2.7 million square feet of base facilities and utilities, including 574 family housing units, industrial, and administrative offices.
Managed 182 personnel
and contract personnel.
Responsible for a $26 million dollar operating budget, along with a $1.2 million capital budget.
Spearheaded 5-year operational strategic planning efforts,
generating operating budgets for each.
Allocated financial and human resources.
Developed and managed metrics quarterly to ensure the highest level of facility support and customer
service to the base.
1994 –1996 Deputy Command Engineer
Southern Command Engineering
Panama
Managed a $50M military training construction program for nation building.
Managed
17 engineering personnel
Acting Command Engineer for 12-month period in the absence of the Command Engineer.
Provided direction to staff; briefed general officers; and provided engineering
expertise to decision makers.
1991 –1994 Chief of Operations
Travis Air Force Base, CA
Managed 7,800 acres, 10 million square feet of facilities and utilities including 500
administrative/industrial buildings, 6.4 million square feet of pavements, 2,500 houses, water wells, and secondary power distribution supporting 10,000 personnel.
Managed 400 personnel
and all associated human resource functions.
Developed, implemented, and monitored performance metrics to improve performance and operational efficiency.
Responsible for tracking and
allocation of $40M dollar operating budget.
Developed strategic plan to fix poorly maintained and repaired facilities under tight fiscal constraints.
Managed priorities to ensure
mission critical facilities remained operational.
1993 –1994 Chief of Engineering
Travis Air Force Base, CA
Personally selected by the commander to assume leadership of failing engineering division.
Implemented a leadership
plan which included communicating what was important, modeling the way by doing the right thing, built an engaged workforce, and developed relationships with critical stakeholders.
Reorganized
engineering division into two teams to provide a systems approach to management of design and construction.
Developed and implemented facility standards.
Principle engineer responsible
for 20 professional engineers.
Managed a $834M 5-year design construction program and associated area development plans.
Developed strategic plan and vision for facilities improvements
by developing standards, measurements, and an implementation plan.
Managed a $150M fast track design effort that successfully met critical execution timelines.
Managed $200M in on-going
construction projects.
Note: Remaining 12 military assignments and experience can be provided upon request.
EDUCATION
Pepperdine University, Malibu, California: 1999
Executive MBA,
Business Administration
George Washington University, Washington D.C.: 1991
Education Specialist Degree (Ed. S.), Human Resource Development
Troy State University, Troy, Alabama:
1986
Master of Science Public Administration
United States Air Force Academy, USAF Academy, Colorado: 1977
Bachelor of Science Degree (BS), General Studies: Civil Engineering/Math