ROY OLSEN

Clarence, NY 14031 716-748-6436 olsenroy@roadrunner.com

PROJECT MANAGEMENT EXECUTIVEFACILITIES / CONSTRUCTION

Added substantial value through strategic changes and improvements during 14 years of executive
experience with an industry-leading, multibillion-dollar, hospitality/food service management enterprise.
Strengthened and supported business growth strategy by creation and leadership of a high-performing
facilities project management department. Managed teams that met or exceeded company expectations
for department P&L results.

SENIOR-LEVEL SKILLS AND EXPERTISE

Strategic Planning
Facility Development Planning
Team Leadership & Development
New Business Development
Due Diligence

P&L Management
Budgeting & Forecasting
Relationship Building
Conflict Resolution
Process Improvement

Change Management
Risk Mitigation
Purchasing & Procurement
Contract Administration
Resource Allocation

PROFESSIONAL EXPERIENCE
Oleys Program Management, LLC

2014 Present

Real estate development project consulting firm

PRINCIPAL
Deliver value to client-company owners by providing coordination of construction projects through all
development stages, from concept to completion, to ensure meeting schedules, budgets, and high quality
standards. Guide and work with client teams to maximize project effectiveness and efficiency while
freeing management to focus on day-to-day business operations.
Tackle diverse client projects effectively by drawing on broad and in-depth experience gained with
Delaware North Companies (DNC) from 2000 to 2014, which included the following successful projects:
Ahwahnee Hotel and Wawona Hotel,
TD Garden, Boston, MA
Yosemite National Park, CA
Wheeling Island Casino & Resort, Wheeling, WV
DNC Headquarters, Buffalo, NY
Denver International Airport, Denver, CO
Delaware North Companies

2000 2014

Multibillion-dollar enterprise that manages and provides food and beverage concessions, premium dining,
entertainment, lodging, and retail at large venues and special places, including sports stadiums, entertainment
complexes, national and state parks, airports, and casinos

VICE PRESIDENT, Facilities Project Management (2011 2014)

Managed development and operation of $1.6 million P&L facilities department, including process for
reporting to Chief Financial Officer. Interacted with DNC subsidiaries and other partners to maintain
flexibility in meeting constantly changing business needs.
Strategized, planned, and implemented department expense reduction and operational streamlining to
reduce P&L by $200,000 while growing overall department spend from $100 million to $200 million. Key
actions and results included:
Project streamlining: Outsourced projects that caused business spikes while retaining day-today projects for internal team.
Travel budget reduction: Trimmed $125,000 from budget by assigning Senior Project Manager
responsibility based on region instead of subsidiary.
Staff enhancement/restructuring: Hired two Project Managers to replace turnover in regionspecific locations instead of at corporate facility.
Technology and staff cost reduction: Reduced costs $100,000 by improving timeliness of
technology replacements and by bringing key staff salary increases in line with industry standard.
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ROY OLSEN, 716-759-7192

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VP/ Facilities Project Management (continued):

Additionally, planned and executed company-wide incorporation of international businesses, including
Australia and New Zealand, into DNCs corporate facilities and reporting processes. Results included
greater project delivery consistency and project transparency that provided earlier risk identification.
DIRECTOR, Facilities Project Management (2004 2011)
Directed team of 5 Senior Project Managers that successfully completed approximately 30 projects
concurrently, with values ranging from several hundred thousand dollars to multimillion-dollar scope.

Project management technology improvement: Provided key individuals with access to

real-time data for decision-making by implementing software tool that facilitated critical project
management processes, including overall project tracking, estimating, and schedule tracking.

SENIOR PROJECT MANAGER (2000 2004)

Managed projects from RFP through design to completion. Generated budgets, planned and executed
actions according to Operations-created schedules, and collaborated with multiple departments to
achieve project goals. Oversaw development of diverse facilities with project values ranging between
$500,000 and $64 million.

Major risk reduction: Transformed operations by changing from design-bid-build method, using
architect-generated budgets, to construction-manager-at-risk method. Partnered with all project
management teams to institute new procedure that substantially reduced cost overruns.
Note: CM method is still used by DNC today.
1997 2000

Ciminelli Development Company, Inc.

Full-service commercial real estate services firm that provides troubled-asset management, property/facilities
management, leasing, acquisition, disposition, development and LEED consulting

DIRECTOR OF INTERIOR CONSTRUCTION

Developed Tenant Improvement Department within Ciminellis corporate structure to coordinate tenant
improvements and replace outsourced operations for largest office, warehouse, and medical space
development company in Buffalo, NY. Generated and monitored budgets, established and oversaw P&L,
and qualified contractors. Acted as member of corporate Operations Team.
Profit margin increase: Improved Ciminellis profit margin from approximately 10% to around
12%-13%. Enabled company to offer non-standard options through upselling.

EDUCATION

Bachelor of Science (BS) in Business Administration, Southern California University for

Professional Studies, 2001
Leadership in Energy and Environmental Design (LEED), accredited 2004