Michelle Bungay

• Developed a new role to standardize workflows across four regional offices in three states (Idaho, Oregon, and Washington), improving consistency, governance, and accessibility.
• Led the redesign of operational workflows and templates by partnering with process owners and end users to assess effectiveness and identify improvement opportunities that enhanced business outcomes.
• Facilitated development and approval of standardized workflows and templates, aligning operational needs with organizational consistency and governance requirements.
• Directed implementation and adoption of new and revised processes by developing SharePoint content and resources and partnering with regional Operations Managers to execute rollout strategies and training.
• Led SharePoint governance improvement by reorganizing enterprise content, increasing search functionality, and increasing accessibility of operational documentation.
• Customized the CMiC ERP to automate compliance data tracking, reducing manual entry, accelerating vendor payment cycles, and streamlining project and enterprise-level reporting.
• Customized the CMiC database architecture to centralize project information across departments and regions, enabling earlier project planning and stronger risk management from project initiation through closeout.

• Directed an eight-person department supporting five operating regions and hundreds of active construction projects.
• Led enterprise redesign of subcontract and prime contract templates in partnership with internal and external legal counsel, improving consistency and reducing contractual risk.
• Revised contracting procedures enterprise-wide to improve clarity and efficiency.
• Reviewed prime contracts and coordinated negotiation strategies with operations teams.
• Led subcontract negotiations , including master subcontract agreements, to maintain consistent terms with vendors in all regions.
• Managed vendor and customer maintenance, verifying legal names, fictitious name registrations, federal tax IDs, state registrations, business licenses, and contractor's licenses to ensure compliance and integrity.
• Managed the prequalification process, coordinating cross-regional and cross-departmental reviewers.
• Procured, managed, and closed company bonds - all types.
• Insurance administration, including claims tracking.
• Managed the subcontractor default insurance program, including policy renewals, project enrollments, reporting, and close out.
• Coordinated builders risk insurance with brokers, evaluating owner-placed policies and master policy usage, while managing quarterly reporting, policy closeout, and renewals to mitigate risk exposure.
• Developed and delivered contracts, insurance, and bonding trainings for all levels of staff.
• Served as a business lead for a multi-year enterprise ERP implementation from Sage 300 to CMiC, directing business process redesign, data validation, user acceptance testing, organizational training, and implementation planning, focusing on contracts, insurance, bonding, project set up, payment compliance, and related project management workflows.
• Led cross-departmental initiatives to centralize information sharing by customizing CMiC and building Power BI reporting solutions.
• Implemented automated data maintenance workflows within CMiC for contractor's licenses, Washington workers’ compensation, and diversity certifications, with a roadmap toward automated document filing and archiving.
• Implemented integrations between CMiC and other applications (BuildingConnected, TradeTapp, myCOI, GCPay)
• Contributed to an internal AI research initiative identifying opportunities to apply AI to departmental procedures.

• Defined the new Preconstruction Manager role within the organization.
• Standardized project management procedures and documentation across all regions to establish best-practice preconstruction planning strategies; mapped and authored content for the internal SharePoint knowledge base; trained field teams on new procedures at preconstruction kickoff.
• Instituted collaborative project planning approach, aligning teams around shared expectations of construction strategy.
• Reviewed construction strategy plans, ensuring alignment between field expectations and bid documents.
• Developed estimating and monthly tracking tools for general conditions and general requirements.
• Rewrote subcontract and purchase agreement contract forms; introduced the professional services agreement form, service agreement form, and rental agreement form.
• Established a signature authority matrix to limit contractual risk.
• Negotiated subcontract terms and master agreements.

• Boeing 737 MAX Office Project; $42M

• $120M annual volume, 60 person staff

Staff of 6; Project sizes ranged from $20M - $250M

Public and private projects ranging from $15M - $200M, including GC/CM