AL ERDMAN OBJECTIVE To obtain a management-level position ...

AL ERDMAN
OBJECTIVE
To obtain a management-level position with a college or university where I can use my proven abilities in finance,
operations, construction, management, leadership, team building, and communications to:
• Improve productivity and morale through effective budget and facility development and management,
• Assist instructional and student support divisions in the enhancement of the learning experience,
• Apply my problem-solving skills, individually, and in teams and groups, to help the institution in every
way to become a leader in the community, state and nation, and
• Inspire students, staff and faculty across the institution to enhance student success, by making the
institution a great place to learn and work.
QUALIFICATIONS
More than 25 years experience with six widely-varied organizations, interacting with virtually all aspects of
finance and operations. Extensive experience researching, initiating and managing to fruition, projects, both
individually, as part of a team or as a team leader, that have positively impacted the bottom line and improved
organizational effectiveness. Consolidated, renovated and constructed facilities to lower overhead enhance the
image of and provide a better “quality of life” for the Organization. Integrated and streamlined two acquisitions to
achieve corporate growth objectives. Improved systems to streamline outdated functions provide managerial
visibility and increased user utility. Management in public accounting, private industry and higher education.
Significant experience and skills in the following areas:
•Cost/Revenue Alternatives •Process/Systems Improvement • Inspirational Leadership
•Forecasting & Planning •Project Organization & Planning •Presentations, Oral & Written
•Budget Development • Facility Construction & Renovation •Working “Out of the Box”
EXPERIENCE
• Deputy Chancellor for Resource Management (2011-present)
Central Texas College, Killeen, Texas
• Vice President/JV Program Manager – DCCCD /TCCD/DISD Bond Programs (2005 – 2011)
Parsons, Inc., Dallas & Ft. Worth, Texas
• Vice President of Administrative Services (2004 – 2005)
Shasta College, Redding, California
• Vice President of College Services (2001 – 2004)
Clackamas Community College, Portland, Oregon
• Director of Marketing Accounting (2000 - 2001)
Stimson Lumber, Portland, Oregon
• Corporate Controller (1980 – 2000)
Sericol, Inc., Kansas City, Missouri
• Senior Field Auditor (1978 – 1980)
Touche, Ross & Co., Kansas City, Missouri
M.B.A., University of Missouri, with honors
B.A., Drury University, with honors
EDUCATION
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AL ERDMAN
RESUME EXPANSION
*Deputy Chancellor for Resource Management – Central Texas College, Killeen, Texas. $190M total budget,
508 acre main campus with over 150 worldwide locations serving over 84,000 students.
*Vice President Finance & Administration – Shasta College, Redding California, two years. $98M total
budget, 337 acre main campus with three remote centers serving 20,000 students over 10,000 square miles.
*Vice President College Services – Clackamas Community College, Oregon City, OR, three years. $90M total
budget, 175 acre main campus with two remote centers serving 24,000 students.
At all colleges I managed finance/fiscal services (including capital and operational budgeting), IT (including
computing, Blackboard and CCTV), facility services (including the Facilities Master Plan, bond, state and
internally-funded construction projects, repairs and maintenance, and custodial services), property acquisition and
development, transportation/ parking services, campus police, legal/risk management, safety, sustainability and
energy management, auxiliary services (contracting, bookstore, dormitories, food services, childcare and at-risk
programs) and, at Central Texas and Clackamas, human resources and benefits. Prime responsibility was to ensure
that my division effectively supported student learning and faculty/staff environments.
As Deputy Clerk for the Districts, I functioned as chief contract and compliance officer and primary contact for
internal and external counsel. Ensured compliance with state, federal and Board administrative policy. Provided
advice and support as a member of President’s Councils, the Senior Management Teams and a variety of college
groups/teams/task forces. Appointed as the finance and operations member of union bargaining team. As chief
financial officer for the colleges, I also represented and spoke for the colleges as a member of a variety of state,
county and local groups. Finance and operations lead on two accreditation reaffirmations. Frequently spoke for the
president when s/he was not available. Managed Board workshop/ meeting agendas.
*Vice President/Program Director – Parsons, six years. Managed two joint ventures as owners’ representative to
fast- track property acquisition, design and construction of 25 projects totaling over $500 million and over 865,000
square feet for the Dallas and Tarrant County College Districts (serving, jointly, over 130,000 students) as well as
the Dallas Independent School District. Projects included three new campus centers, four science and allied health
buildings (two LEED), two workforce development centers, an administration building, a new student services
center, two elementary schools, one high school, and over 50 JOC projects with budgets of up to $208M each).
Led award-winning staffs, with overall charge for working with client to develop project scopes, preparing and
issuing RFPs/RFQs, and qualifying/recommending preferred architects, contractors and other related consultants.
Managed project teams including these groups as well as numerous client groups. Developed and assured
compliance with District Technical Design Guidelines as well as compliance with all laws and codes including
safety and sustainability. Assured compliance with individual college desires for appearance, content/context of
projects, compliance with contracts and quality metrics.
Prime liaison between project design and construction teams and the staff (including internal college and districtwide
facilities and project managers), faculty, students and the community at-large across six colleges in Dallas and
Ft. Worth, Texas. Deep experience working with educational clients and external communities who were, most
times, unknowledgeable about design and construction processes. All projects were completed below budget and
ahead of schedule, with the top client satisfaction rankings.
*Corporate Controller – Sericol, Inc (one of 250 subsidiaries of Burmah Castrol, Inc.), 20 years. Managed
finance (including reporting on a US/UK basis, strategic planning, budget and audit), facilities, fleet, travel
operators, branch operations (including development and execution of a nation-wide expansion for property
acquisition and development of eight locations), payroll/human resources and non-manufactured purchasing during
a period of explosive growth from $2 million to $75 million per year.
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Grew the finance and operations departments from a single accountant to a direct report staff of 15, winning
frequent recognition among the 250 world-wide companies owned by our parent. Prime liaison for internal and
external counsel and auditors. Developed policies and procedures to ensure appropriate financial and organization
growth. Key finance/operations team member in two corporate acquisitions and integrations. Led or participated
in two complete hardware revisions, two ERP platforms, and world-wide software integration. Volunteered to
serve as Beta Test site for the latter.
ACHIEVEMENTS
Cost Reduction/Revenue Enhancement
Initiated and consummated partnership discussions at all three colleges for unused/underused college facilities with
private companies or other public agencies.
Result: Achieved increased revenue to offset reduced state funding. Increased the colleges’ image of institutional
effectiveness with the public by maximizing the use of public funds, thus enhancing voter confidence.
Top fiscal officer at CCC during the most financially difficult period in it’s (and Oregon’s) 35 year history. Led
the effort to conceive and implement three separate general fund reductions, totaling $3.3M over a 14 month period.
Result: Achieved balanced budgets, without layoffs, while maintaining college and community confidence.
Refinanced a significant portion of the College’s PERS retirement obligation in a private bond placement, backed by
an opinion from the state attorney general.
Result: Saved approximately $8 million over the life of the bonds versus financing the obligation with PERS.
Facility/Production Improvements
Managed Joint Ventures at DCCCD and TCCD Bond Programs. Hired to manage/jump-start teams with
responsibility for $375M in new construction and remodeling under the Dallas County Community College District’s
2004 Bond Program and the Tarrant County College CIP Program. Worked cooperatively with other JVs to redraft AE
agreements, construction contracts and various RFP/RFQs, interview and hire AEs, CMs and CMARs, compile and
monitor budgets and construction schedules, and maximize satisfaction for students, staff and faculty.
Result: At DCCCD managed 13 of the total 28 Bond Program projects to completion within schedule and, overall $6.5M
under budget. Completed the first project in the entire Bond program, four months ahead of schedule. At TCCD
managed revamping of new $208M downtown campus along with other projects. Received annual letters of
commendation from the Executive Director of the Bond Program Management Team for our efforts.
Inherited stalled bond construction building program that was $7M over a $64M budget. Selected by college
president to chair a construction steering committee to totally rework the philosophy and direction of the building
program, negotiating across campus to secure buy-in at all levels. Worked closely with governing municipal authorities
to secure expedited approvals to take advantage of a favorable bidding climate as well as good weather.
Result: Broke ground for the first building within seven months, and two months later, started five additional buildings.
All construction was completed ahead of schedule and below budget. Won critical praise campus-wide, including the
Board of Education, for management and execution of the project.
Selected by CEO to chair the facility relocation team to combine three facilities in the Kansas City area into one.
Worked with employees at all levels as well as numerous outside entities to prepare facility plans and cost estimates.
Wrote the formal budget request and justification, and presented the project to the UK Board of Directors.
Result: The project was accepted, and, except for a wholesale corporate selloff, would have resulted in improved
working conditions for 175 employees, would have increased productivity 15-20 percent and would have positioned
Sericol as an industry leader.
Business/Procedure Development
Initiated a request for proposal to replace 800 personal computers via lease, rather than purchase, which had been
the College standard prior to my proposal. Included hardware maintenance as part of the proposal.
Result: Upgraded lab and staff desktop technology three to four years before purchase would have allowed replacement.
Provided basis for standardization of operating system software, allowing for better response from technical staff and
reducing the pressure for additional technicians as College technology needs grow in the future.
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Co-chaired the Sericol Acquisition Team to integrate the acquisition of two companies (focusing on finance and
accounting system integration and improvement) which, in turn, led to a 25 percent growth in sales.
Result: The team’s efforts were so successful that one of the integrations is now used as the “textbook case” at the
Burmah Castrol International Finance Program.
Initiated proposals and led, or was key team member, in revamping College decision making. During first year at
CTC formed, led and/or was key team member of multi-functional committees for facility condition assessment,
information technology allocation, smart classroom standards, classroom furniture standards, facilities use/reuse,
marketing and branding and strategic planning.
Result: Gave visibility to problems that had not been dealt with in the past. Increased College-wide confidence in the
administration by championing visible, multi-functional, institutional decision making, a drastic change from the past.
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