Frank Menard

• Work within the Capital Projects Management department to provide turnkey design, construction, FF&E and IT services to the Institution.
• Work closely with Principal Investigators to develop project plans, schedules, and budgets aligning with organizational goals and compliance standards.
• Negotiated contracts with vendors and suppliers, securing favorable terms for the organization''s benefit.
• For each project, hire and direct teams of architects, engineers, specialty consultants, MEP & General Construction Contractors, FF&E suppliers, IT team, expeditors, site safety and inspectors.
• Led cross-functional teams to deliver complex life science and healthcare projects on time and within budget.
• Facilitated stakeholder meetings to gather requirements, address concerns, and ensure project alignment with research & clinical needs.
• Mentored junior project managers, fostering professional development and enhancing team capabilities in project delivery.
• Managed risk assessment protocols to identify potential issues early, mitigating impact on project timelines and outcomes.
• Directed changes to project scope and cost and implemented appropriate change management processes to keep project on track.
• Presented regular status reports to executive leadership, providing insights into progress made toward achieving key milestones.
• Adapted quickly to unexpected challenges or obstacles encountered during project execution, devising creative solutions without compromising objectives.
• Negotiated conflicts within project teams to ensure smooth project execution and maintain high morale.

KEY PROJECTS

• Biobank Resource for Investigating Disease, Genes, and Environment (BRIDGE): Worked with the Lead PI to create various studies and budgets to win an $8 million grant from the NIH for the renovation of 10,000 sf of unexcavated space to become a Biobank Lab. The state-of-the-art facility features a processing laboratory, staging space for sample delivery and processing, and secure storage in -80 freezers with multiple fail safes and automated retrieval systems. This lab will increase the research capacity of the medical center and support a new multi-institution collaborative research organization. The total project budget is $20 million.
• Institute for Genomic Medicine: Worked with six Principal Investigators to do a gut renovation of 30,000 sf of space for new research labs and admin space. The space has a variety of labs including tissue culture rooms, Electro Physiology, Mice and Rat Holding, Cold Rooms, Animal surgery and EEG, and supportive equipment space such as auto claves/glass wash systems. The Institute has a Precision Genomics lab to provide the Medical Center clinical grade, high throughput genomic sequencing. The space houses a Genomic Analysis Facility and a centralized mouse behavioral testing facility. The total project budget was $15 million.
• Aaron Diamond AIDS Research Center (ADARC): Worked with the Director and his team to do a gut renovation of 24,000 sf to build a new BSL-3 lab and BSL-2 labs along with admin space and research support areas, including all new MEP’s. The total project budget was $23 million.
• MRI Radiology Suite: Gut Renovation of 15,000 sf next to active patient care area to build a MRI suite adding seven new MRI rooms and ancillary spaces and achieving Article 28 compliance. The total project budget was $47 million.
• PET CT Suite: Gut renovation of 15,000 sf in an active PET CT suite. Project completed in phases to allow patient care to continue during construction. Added one additional PET CT room and reconfigured all other areas to achieve Article 28 compliance. The total project budget was $17 million.

• Work with the in-house engineering department to achieve more complete designs to keep costs down while achieving user buy-in.
• Managed the following projects from design through completion in live patient care environments:
• MRI Suite: 5 inpatient holding areas, 3 3T Philips MRI rooms, 2 control rooms, Outpatient receiving and waiting area
• Ultrasound Suite: 5 ultrasound exam rooms, management office, storage space
• NeuroAngio Room: Philips neuroangiography room, control room, equipment room, storage space
• Oncology Pharmacy Suite: Clean rooms with Apoteca robot and Baker Hoods for the production of chemo medicines, Investigational drug room, staff work spaces, management offices, storage space
• Outpatient MRI Suite: 3T MRI room and control room
• Orthopedics Suite: 21 exam rooms, management offices, 3 waiting/reception areas, concierge space, conference room, staff lunchroom
• Executive Suite: 12 VP offices, conference room, staff lunchroom, reception area
• X-Ray Room: GE X-Ray room, control room, waiting area
• Campus Wide Wayfinding System: Multiple types of signs and maps strategically placed to assist wayfinding
• Nurses Lounges: 3 nurse lounges
• Single family home conversion: 5 residential homes that were converted to hospital use
• Offsite STD Clinic: Laboratory, 3 exam rooms, reception area, waiting area, bathrooms

• Owned and operated a small business of renovating residential homes and co-ops. From November 2012 till January 2014, I worked fulltime rebuilding several homes in Long Beach, NY that were destroyed by Hurricane Sandy.

• Managed a Macklowe Properties gut-reno project converting a Park Avenue luxury rental building to condominiums.
• 46 new condos, Local Law 11 façade repairs, 3 elevator cabs, Building-wide MEP systems, Windows

• Managed all commercial fit-out projects in 10 class A office skyscrapers in midtown Manhattan from lease signing to tenant move in while working directly for the owner.

• Received commendation citing “Work Excellence” as the #1 Ranked Maintenance Manager in the Region – managing a team of 5 as well as independent contractors for every facet of facilities and grounds maintenance covering 312 units in 13 buildings, swimming pool, amenities spaces and a sewage treatment plant
• Controlled capital and operating budgets – efficiently selecting, negotiating, and purchasing materials, equipment, and services – dealing with a wide range of vendors – obtaining the best quality at the least cost

• Built and implemented the corporate standard operating procedure, which included workflows and document/report templates, for all new development projects from initial design through completion. Wore many hats throughout these prominent projects including acting as the rent stabilized tenant liaison to get their cooperation and acquiescence of the condo plan:
• West 57th Street 500,000 sf condo conversion: 575 condos, 7 elevators, pool, plaza, lobby, amenities space, deferred maintenance, Local Law 11 Façade repairs, windows
• Broad Street 300,000 sf condo conversion in Landmarked building: 200 condos, 3 elevators, amenities space, Local Law 11 façade, historic wood windows rehab
• Broad Street Office Building: demolish and remove old 10 floor building, sitework and planning for new hotel
• Financial District office space fit-outs