Project Manager Portfolio

portfolio RICARDO

ESPOSITO DA SILVA

CONSTRUCTION PROJECT MANAGEMENT 2024

2

R I C A R D O E S P O S I TO DA S I LVA

Certified PMP® and PMO-CP® Project Director with over 5 years of successful leadership in architecture and construction projects. My experience encompasses comprehensive management of residential and corporate projects, from conceptualization to final delivery, with a focus on optimizing resources and ensuring quality throughout all phases of the process. I have demonstrated skills in strategic project management, handling budgets of up to $4,500,000 USD and coordinating multidisciplinary teams to achieve successful outcomes.

My methodical and meticulous approach is reflected not only in the efficient execution of projects but also in the creation of collaborative work environments that foster innovation and team productivity. Furthermore, my involvement in architecture competitions and tenders for public and private projects has strengthened my ability to lead with vision and achieve industry-recognized standards of excellence in the construction sector.

With a track record in highly complex projects, I am prepared to bring strategic leadership and management skills to any challenging construction project.

CONTACT ricardoeeds@gmail.com +34 663 84 58 26 linkedin.com/in/espositoricardo

3

PORTAFOLIO

professional profile skills projects

p.

04

p.

16

p.

28

professional profile

professional

5

profile

The presence of a Project Director brings strategic vision and a structured approach from the initial planning stages, as it is they who lay the groundwork for a coherent and smooth development of projects.

“Fail to plan is plan to fail” Strategic Benjamin Franklin

planning, effective communication, quick decisionmaking, innovation, and adaptability are essential skills that define project success.

6

R I C A R D O E S P O S I TO DA S I LVA

TIMELINE

Architecture Degree

Semi SR Architect

Universidad Simón Bolívar

2011 - 2014

2011

Grupo Neos Constracta Libre Ejercicio

2017 - 2019

2014 - 2017 AREPA Libre Ejercicio

JR Architect

HCAStudio

SR Architect

professional

7

profile

PMO Certified Practitioner PMO-CP®

Project Manager HCAStudio Cueva & Cueva Ingenieros

PMO Global Alliance

2022

2023

2019 - 2024

2022 La Salle Universitat Ramón Llull

Master’s Degree in Project Management

Project Management Institute

Certified Project Manager Professional PMP®

skills

9

skills

“Successful project management is a balance between science and art; The success of a Project Manager lies their ability to lead with empathy, planning and intuition; incommunicate clearly, and navigate skillfully between strategic planning reason and emotion.” and tactical execution.

Jim Highsmith

A good Project Manager is like a conductor, harmonizing teams and resources to achieve common goals..

10

R I C A R D O E S P O S I TO DA S I LVA

SKILLS SOFT SKILLS

HARD SKILLS

Leadership

Project Management

Time Management

Effective Communication

Quality Management

Cost Management

Integrity

Negotiation

Change Management

Schedule Management

Innovation

Adaptability

Risk Management

Scope Management

Teamwork Problem Solving

Conflict Resolution

Resource Management

Procurement Management

Communication Management

11

skills

SOFTWARE

PROJECT MANAGEMENT Monday. com

Trello

Mural

Adobe InDesign

Adobe Illustrator

Adobe Photoshop

Microsoft Project

Microsoft Word

Microsoft Excel

Miro

Matterport

Microsoft PowerPoint

Microsoft Teams

VISUAL REPRESENTATION

OFFICE AUTOMATION

projects

13

projects

Project management in the construction industry poses complex challenges, from efficiently managing resources to coordinating multiple teams and mitigating risks inherent in large-scale projects.

“The best way to predict the future is to Such projects demand a proactive create it” mindset, the ability to learn from Peter Drucker

past experiences, and a willingness to lead teams towards excellence while maintaining a long-term vision amidst daily challenges.

14

R I C A R D O E S P O S I TO DA S I LVA

RELEVANT PROJECTS TYPE

PERIOD

Construction Construction Construction Design & Construction Design & Construction

07-2019 | 11-2019 07-2019 | 10-2019 01-2020 | 04-2020 04-2020 | 07-2020 08-2020 | 10-2020

Design & Construction Design & Construction Design & Construction Construction Construction Construction Design & Construction Design & Construction Construction Construction Construction Construction Design & Construction

01-2021 | 05-2021 02-2021 | 07-2021 04-2021 | 10-2021 10-2021 | 02-2022 10-2022 | 12-2022 11-2022 | 02-2023 03-2023 | 05-2023 03-2023 | 05-2023 06-2023 | 07-2023 06-2023 | 03-2024 09-2023 | 03-2024 12-2023 | 03-2024 02-2024 | 04-2024

PROJECT

BUDGET

AREA (sqm)

World Bank Group (WBG) | Quito Headquarters Publicis Groupe | Quito Headquarters Procter & Gamble | Quito Headquarters CEVA Logistics | Quito Headquarters GV&N | Quito Headquarters

USD $755.000 USD $255.000 USD $170.000 USD $50.000 USD $185.000

650 755 120 100 500

Garcos | Quito Headquarters Maruri / GREY | Quito Headquarters Maruri / GREY | Guayaquil Headquarters Huawei | Quito Headquarters Produbanco Bicentenario | Quito Bank Branch Siemens | Guayaquil Headquarters GDIT / CSRA | Quito Customer Service & Headquarters GDIT / CSRA | Guayaquil Customer Service & Headquarters Produbanco Edif. España | Quito Bank Branch Grupo Almar | Durán Headquarters Grupo Almar | Durán Surveillance Booth Huawei | Quito Canteen Grupo Almar | Durán Parking Area

USD $170.000 USD $175.000 USD $280.000 USD $1.010.000 USD $135.000 USD $75.000 USD $75.000 USD $130.000 USD $80.000 USD $2.950.000 USD$1.020.000 USD $385.000 USD $610.000

600 340 400 1.650 230 530 230 270 240 6.375 18.315 355 7.285

TOTAL

$8.510.000

38.945

projects

15

16

R I C A R D O E S P O S I TO DA S I LVA

HUAWEI CANTEEN Year: Location: Firm: Budget: Area: Period: Team:

2024 Quito, Ecuador HCAStudio USD $385.000 355 sqm 3 months 25 people

Construction and renovation project of two levels of an existing residential building. This exclusive space, designed for the exclusive use of Huawei staff, encompassed kitchen areas, dining, VIP spaces, and a karaoke room; including luxury finishes and state-of-the-art technological equipment that reflects the brand’s identity.

The work was carried out with a multicultural team from China, Ecuador, and Colombia, adding a communication challenge. Active management focused on ensuring that all team members understood the project plan, including the rigorous control processes established by Huawei.

Management activities adopted an iterative approach, allowing processes to be adapted to site realities. This led to a balance between effective stakeholder management and construction team efficiency. The successful project delivery was based on comprehensive management that emphasized transparent communication and adaptability in every phase of the project.

17

projects

RESPONSIBILITIES

• •

CHALLENGES

I led a team of 25 individuals.

I managed communications with in-house teams, clients, and suppliers.

I oversaw project costs, schedules, and scopes.

I implemented Earned Value Management (EVM) technique.

I made crucial decisions during adverse events to minimize delays.

I established procurement plans for key project items.

• • •

•

DECEMBER

•

•

•

W01

W02

W03

W04

W05

W06

JANUARY W07

W08

ORIGINAL PLAN

WEEKLY VALUE ACUMULATED VALUE

2,53% 2,53%

1,95% 4,49%

2,04% 6,53%

2,04% 8,57%

6,71% 15,28%

6,71% 22,00%

4,62% 26,62%

11,00% 37,62%

REPROGRAMMED

WEEKLY VALUE ACUMULATED VALUE

2,53% 2,53%

1,95% 4,49%

2,04% 6,53%

2,04% 8,57%

4,66% 13,23%

4,66% 17,90%

6,90% 24,79%

11,33% 36,12%

ACOMPLISHED

WEEKLY VALUE ACUMULATED VALUE

2,53% 2,53%

3,69% 6,22%

2,93% 9,15%

3,48% 12,63%

4,82% 17,45%

3,63% 21,08%

9,13% 30,21%

11,52% 41,73%

•

VARIANCE ACCORDING TO ORIGINAL PLAN

WEEKLY VALUE ACUMULATED VALUE

0,00% 0,00%

1,74% 1,74%

0,89% 2,62%

1,44% 4,06%

-1,89% 2,16%

-3,09% -0,92%

4,51% 3,59%

0,52% 4,11%

REPROGRAMMED VARIANCE

WEEKLY VALUE ACUMULATED VALUE

0,00% 0,00%

1,74% 1,74%

0,89% 2,62%

1,44% 4,06%

0,16% 4,22%

-1,03% 3,18%

2,24% 5,42%

0,19% 5,61%

STRATEGIES

Managing a construction project with tight deadlines and high levels of risk associated with the importation of materials, equipment, and finishes.

Managing the project across cultural barriers, with a team composed of members from China, Ecuador, Peru, and Colombia.

Managing a project involving an existing building with an owner highly involved in the construction process.

Adopting new technologies and equipment within the construction project.

FEBRUARY

MARCH

W09

W10

W11

W12

W13

W14

11,11% 48,73%

12,06% 60,79%

15,61% 76,41%

23,59% 100,00%

0,00% 100,00%

0,00% 100,00%

10,81% 46,93%

10,71% 57,64%

14,11% 71,75%

25,14% 96,88%

3,12% 100,00%

0,00% 100,00%

10,68% 52,41%

9,87% 62,28%

13,21% 75,49%

21,81% 97,30%

2,12% 99,41%

0,00% 100,00%

-0,43% 3,68%

-2,19% 1,49%

-2,41% -0,92%

-1,79% -2,70%

2,12% -0,59%

0,00% -0,59%

-0,13% 5,48%

-0,84% 4,64%

-0,90% 3,74%

-3,33% 0,41%

-1,00% -0,59%

0,00% -0,59%

W15

0,00% 100,00%

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•

•

•

•

I developed a robust risk management plan and monitored risks to take proactive measures.

I implemented the Earned Value Management (EVM) technique to assess project performance, enabling proactive and informed decision-making about actions to ensure its success.

I implemented a fast decisionmaking approach and efficient, proactive problem resolution.

I fostered open and transparent communication among teams.

18

R I C A R D O E S P O S I TO DA S I LVA

COMPREHENSIVE TRANSFORMATION GRUPO ALMAR ESTATE Year: Location: Firm: Budget: Area: Period: Team:

2023 - 2024 Durán, Ecuador Cueva & Cueva Ingenieros USD $4.580.000 31.975 sqm 10 months 145 people

Execution of three infrastructure projects for the comprehensive transformation of Grupo Almar’s estate, one of the most influential shrimp farming companies in both Ecuador and worldwide.

This macro project encompassed the construction of a new office building (USD $2,950,000), a revamped entrance for the estate with security booths and checkpoints (USD $1,020,000), and a new parking area for the offices (USD $610,000).

My key role involved comprehensive planning alongside the team designated by Grupo Almar, overseeing the design and construction stages. Additionally, I assumed responsibility for process control and reporting throughout all phases of execution and control. This holistic approach enabled the efficient management of all three projects simultaneously. Under the delegated management model, Grupo Almar retained control over budgetary decisions, facilitating alignment with their strategic objectives.

The successful outcome of project management was the timely delivery and within agreed-upon costs of the four projects. The integrated and parallel execution of the subprojects ensured cohesion and coherence among the different initiatives, contributing to a comprehensive transformation of Grupo Almar’s estate.

19

projects

As a Project Manager, I played an integral role throughout the entire project lifecycle.

START

I led a team of 120 individuals to develop processes for each component from planning to final delivery, ensuring cohesion and overall project success.

•

Proposal bidding

PLANNING

•

oversight.

Project

•

Team Management

Management Plan

•

Work Direction

•

Procurement and

•

Scope definition.

•

Scope Planning

•

Stakeholder

•

Cost Planning

identification.

•

EXECUTION

• •

Contracts •

Project Charter establishment.

CONTROL

•

Integrated Change

•

Phase Closure

Control

•

Project Closure

Performance and

•

Lessons Learned

Quality Control

•

Delivery

Integration

•

Cost Control

Management

•

Schedule Control

Communication Management

CLOSURE

20

R I C A R D O E S P O S I TO DA S I LVA

GRUPO ALMAR HEADQUARTERS Year: Location: Firm: Budget: Area: Period: Team:

2023 - 2024 Durán, Ecuador Cueva & Cueva Ingenieros USD $2.950.000 6.375 sqm 10 months 75 pople

Construction project for Grupo Almar’s new corporate offices, a building of approximately 3,000 sqm. The construction process was executed within a 10-month timeframe, from initial planning to the execution of final details. The building houses work areas, cafeteria, kitchen, meeting rooms, collaborative spaces, and restroom facilities.

I led the comprehensive project management under the delegated management methodology.

My responsibilities included cost, scope, and schedule management, as well as establishing a robust change control, risk analysis, resource coordination, effective communication with stakeholders, and negotiation and contractual management with contractors.

The efficient project management allowed for an organized and transparent process.

Constant communication with the Grupo Almar team, designers, and supervisors was highlighted to establish work processes that improved team efficiency and performance.

The result was the successful delivery of fully functional offices, meeting the set objectives and consolidating the collaborative relationship with the client.

21

projects

RESPONSIBILITIES

• •

•

•

•

I led a team of 75 individuals.

I led the strategic planning of the project, in collaboration with the contracting company’s management.

I led communications with our own teams, subcontractors, and suppliers.

I managed the budget, schedule, scope, resources, and change control.

I made crucial decisions during external adverse events to minimize delays.

CHALLENGES

•

•

•

Managing changes in design or specifications during the course of the project and assessing their impact on time and budget.

Integrating sustainable practices into the project and ensuring compliance with environmental requirements.

Addressing challenges related to waste management, as the project was built within the shrimp farming estate.

STRATEGIES

•

•

Successful implementation of management strategies focused on flexibilizing scopes to reduce the impact of changes in the project.

Implemented Lean principles to reduce execution times, decrease costs, and improve the quality of the final product.

22

R I C A R D O E S P O S I TO DA S I LVA

GRUPO ALMAR SURVEILLANCE BOOTH Year: Location: Firm: Budget: Area: Period: Team:

2023 - 2024 Durán, Ecuador Cueva & Cueva Ingenieros USD $1.020.000 18.315 sqm 6 months 50 people

Intervention of an 18,600 sqm extension primarily aimed at constructing a new access road for the shrimp farming estate. The planning included implementing vehicular and pedestrian security checkpoints, public and semi-private outdoor parking for contractors and suppliers, private parking for company workers, bus stops, and general service areas.

As Project Director, I performed total project management functions and led a dedicated team for its implementation. The project presented significant challenges with frequent changes requested by the client, necessitating the implementation of a robust change control plan. This approach allowed mitigating the impact of modifications on the project budget and schedule, ensuring adaptability throughout the construction phases.

The result was a successful delivery in two stages: first, the main road and control points in 4 months; then, the delivery of parking areas. The phased management allowed for anticipating value delivery to the client and flexibly adapting to changes.

23

projects

COSTA

DO DE

LA VÍA 7 4.575 VIA

8 4.607 VIA

25.00

RETIRO

RESPONSIBILITIES

CHALLENGES

RETIRO

STRATEGIES

DE 25

M (A PAR

DE 5 M

TIR DEL

DE ÁRE

EJE DE

A VER

DE

5 3.552 CERRAMIENTO

VIA)

13 4.054 RELLENO 10 3.388 ALCANTARILLA 12 4.018 RELLENO

6 4.531 CERRAMIENTO

7 5.139 CERRAMIENTO

4 3.735 CERRAMIENTO

8 5.017 CERRAMIENTO

REUBICACIÓN 11 4.027 RELLENO

PANEL SOLAR

PANEL SOLAR

9 4.955 CERRAMIENTO

15 4.498 RELLENO

10 4.944 CERRAMIENTO

11 5.149 CERRAMIENTO

16 4.414 RELLENO 3 4.327 CERRAMIENTO

12 4.483 CERRAMIENTO

13 4.595 CERRAMIENTO

CARRIL 3.75 DE m

21 PAR APIL QUE OS CAM ADOS DE MED IEONES IANO S

14 4.466 RELLENO

286 4.562 4.525 CERRAMIENTO CERRAMIENTO

CARRIL 3.75 DE m

14 4.811 CERRAMIENTO

CARRIL 3.75 DE m

2 4.934 BM

16 15 4.748 4.755 CERRAMIENTO

17 4.796 CERRAMIENTO

RETORN VEHICUL O AR

POSTE PRINCIPAL DE INGRESO A SUB ESTACIÓN CONFIRMAR SI SE MANTIENE

4 5.064 EE

18 4.874 CERRAMIENTO

1 5.085 CERRAMIENTO 19 5.049 CERRAMIENTO

22 4.478 RELLENO

IENTO

32 5.201 MURO 33 4.250 PICINA

22 5.153 CERRAMIENTO

23 5.104 CERRAMIENTO

QUE

VAS

DE MALLA

ENTRADA

ARBUSTI

ENTRADA

30 PAR

CERRAM

5 4.950 EE

TAPAS ELÉCTRICAS

24 5.147 CERRAMIENTO

OS DE

SALIDA

TAPAS ELÉCTRICAS

AUTO S

18 4.455 RELLENO

TAPAS ELÉCTRICAS

21 5.093 CERRAMIENTO

20 4.502 RELLENO

TAPAS ELÉCTRICAS

CONSULTAR SI SE REUBICA O SE MANTIENE Y SE OMITEN PARQUEOS

20 5.085 CERRAMIENTO

ARBUSTI VAS

17 4.458 RELLENO

ITA

SET 12_100

GAR

6 4.935 EE

19 4.507 RELLENO

ARBUSTI

34 4.481 RELLENO

VAS

CONSULTAR SI SE REUBICA O SE MANTIENE Y SE OMITEN PARQUEOS

54 TAPAS 5.254 ELÉCTRICAS POSTE

ARBUSTI

ARBUSTI CERRAM VAS IENTO DE MALLA

VAS

CERRAM

30 PAR QUE

DE MALLA

OS DE

IENTO

35 4.552 RELLENO

23 4.470 RELLENO

MOT OS

INGRESO

52 PAR

51 4.692 RELLENO

OS DE

QUE S

INGRESO

AUTO

45 PAR

24 4.626 RELLENO

VAS

OS DE MOT

ARBUSTI

QUE

36 4.662 RELLENO 49 4.825 RELLENO

OS

50 4.810 RELLENO

VAS

VAS

ARBUSTI

DE MALLA

ARBUSTI

CERRAM IENTO

IENTO

CERRAM

ARBUSTI VAS DE MALLA

48 5.129 CERRAMIENTO

25 4.526 RELLENO

37 4.788 RELLENO

ESTÁ UBICADO A UN COSTADO DE LA JARDINERA, NO INTERFIERE CON AREAS UTILES 47 4.808 RELLENO

30 5.178 MURO

31 4.227 PICINA

ARBUSTI VAS

CAJERO

46 4.872 RELLENO

57 PAR

26 4.629 RELLENO

OS DE

QUE

COMEDOR 56.0

M2

S

AUTO

ARBU STIVA

44 5.120 CERRAMIENTO

S

38 4.922 RELLENO

43 4.871 RELLENO

45 4.927 RELLENO

27 4.681 RELLENO

IENTO DE MALLA ARBUSTI VAS

CERRAM

ÁREA PINTURADE TRÁNSIT DE

PISO O

VAS

41 5.140 CERRAMIENTO 42 4.886 RELLENO

PASO

ARBUSTI VAS

ARBUSTI

VAS

PEATONA

L

0.75

0.75

TORNIQUETE

ENTRADA

ÁREA PINTURADE TRÁNSIT DE PISO O

1.61

ENTRADA

0.85

28 5.340 MURO 29 4.251 MURO

3.15

SET 10_100

0.85

40 4.957 RELLENO

ARBUSTI

GARITA

SALIDA

VAS

GARITA SE DESPLAZA EL BORDILLO

SALIDA

CASILLEROS

39 4.922 RELLENO

SERV. CTO.

RACK BAÑO

RETORN VEHICUL O AR

SET 01_100

INGRESO TARJETA

+ CAMBIADOR

INGRESO CAMIONE S

56 4.942 RELLENO

SET 10_100

ÁREA DE TRÁNSIT PINTURA DE PISO O

SALIDA CAMIONE S

3 5.489 BM

TORNIQUETE

SALIDA TARJETA

FUTURA EDIFICAC IÓN

57 5.400 MURO

55 4.862 RELLENO

58 5.421 MURO

60 4.253 PICINA

59 4.282 PICINA

KITCHENETTE

1.65 0.80

0.80

75 4.840 RELLENO

BAÑO

0.80

PEATONA

INGRESO

L

Y SALIDA ATENCIÓN

8 entrevista

DESINFE

0.80

dores

CCIÓN

74 4.991 RELLENO

SET 13_100

1.00

3.75 MIN. m

PEATONA

CARRIL

7.08

1.00

1.31

3.75

CARRIL

4.50

BÁSCULA

3.75 MIN. m

VAS

3.75 MIN. m

ARBUSTI

L

CARRIL

3.75

TORRE CONTRODE L

FUTURA

CARRIL

3.75

3.75 MIN. m

3.75 4.50

320 PERS

SET 14_100

SE REUBICA EL POSTE; CONFIRMAR 71 5.127 CERRAMIENTO

61 4.869 RELLENO SET 05_100

72 4.965 RELLENO

22.50

4.50

4.50

1.00

7.08

1.19

DE BUSES

5.00

63 4.139 PICINA

1.00

A

CCIÓN

L

PEATONA

ENTRADA

Y SALIDA

D

PARADA

DESINFE

4.50

62 5.529 MURO

73 5.045 RELLENO

INGRESO

16 PAR DE MOT QUE OS TECH OS CON ADO

SET 05_100

12 INTE PARQUE RIOR OS TECH ES CON ADO

6.00

5.00

VAS ARBUSTI VAS

ARBUSTI

R1.50

ENTRADA

2.50

ÁREA PINTURADE TRÁNSIT DE

5.00

•

53 5.109 CERRAMIENTO

52 4.738 RELLENO

DE

•

•

•

Successful implementation of management strategies focused on flexibilizing scopes to reduce the impact of changes in the project.

Implemented Lean principles to reduce execution times, decrease costs, and improve the quality of the final product.

Divided the project into phases to allow for phased opening.

CONFINA SEGURID MIENTO AD

•

•

ARBUSTI

•

•

Managing changes in design or specifications during the course of the project and evaluating their impact on time and budget.

Integrating sustainable practices into the project and ensuring compliance with environmental requirements.

Addressing challenges related to waste management, given that the project was built within the shrimp farming estate.

SET 03_100

•

•

PARQUE AUTOSO PARA SEGURID DE AD

PISO O

R1.50

PEATONA L

4 PAR PAR QUEOS A INTE BUSES RNO S

R8.00

ENTRADA

VAS ARBUSTI VAS

ARBUSTI

INGR ESO POR OFIC INAS TAG A

R1.50

I led a team of 50 individuals.

I managed communications with our own teams, the client, subcontractors, and suppliers.

I managed project costs, schedules, and scopes.

I implemented integrated change management plans.

I established procurement plans for key items.

I made crucial and timely decisions to ensure project development within deadlines and budget.

ESTE DOCUMENTO ES PROPIEDAD DE GRUPO ALMAR, NO PUEDE SER REPRODUCIDO, NI COMUNICADO SIN AUTORIZACIÓN ESCRITA POR UNA PERSONA HABILITADA ESPECIALMENTE PARA ESE EFECTO POR EL GRUPO ALMAR.

• •

R1.50

31 INTE PARQUE RIOR OS TECH ES CON ADO

L

RELLENO

PEATONA

CONSULTAR SI SE REUBICA O SE MANTIENE Y SE OMITE ESE PARQUEO68 5.078

R1.50

69 5.3315.332 70 CERRAMIENTO CERRAMIENTO

ENTRADA

67 4.935 RELLENO

R1.50 64 5.031 RELLENO

65 5.515 MURO

66 4.195 PICINA

OND

RED 134 4.232 PICINA

EL

17 5.741 CANAL

135 5.477 VIA

64 5.565 CANAL

18 5.417 CANAL

63 5.604 CANAL

136 5.640 VIA

19 5.553 CANAL

54 5.575 CANAL

55 5.383 CANAL

53 5.605 CANAL

56 5.605 CANAL

52 5.504 CANAL

51 5.593 CANAL

16 5.534 CANAL

50 5.665 CANAL

1

IMPLANTACIÓN URBANÍSTICA GEOREFERENCIADA

49 5.586 CANAL

ESCALA: 1:750

48 5.609 CANAL

20 5.354 CANAL

137 4.219 PICINA

138 5.867 VIA

15 15 5.439 5.439 CANAL CANAL

APROBACIÓN DE CAMBIOS ARQUITECTÓNICOS

30 oct '23

13 nov '23

27 nov '23

11 dic '23

25 dic '23

GARITA

22/9/23 - 26/1/24

REDISEÑOS

A REV.

8 ene '24 FECHA

INSTALACIONES ELÉCTRICAS

16/11/23 - 11/12/23

INGRESOS PEATONALES / COMEDOR 16/11/23 - 11/1/24

12/12/23 - 7/3/24

ELABORADO POR:

DISEÑADO POR:

REVISADO POR:

22 ene '24

APROBADO POR:

IO

OR

B

EMPRESA:

UBICACIÓN:

C

GERENCIA USUARIA:

RV

16 oct '23

26/1/24

D

DESCRIPCIÓN DEL PROYECTO:

5 feb '24

NÚMERO DE FOLIO: DESCRIPCIÓN

SE

2 oct '23

E REVISIONES

18 sep '23

CULMINACIÓN GARITA

F

16/11/23

4/9/23

Inicio 4/9/23

139 5.831 VIA

61 5.727 CANAL

57 5.785 CANAL

45 5.710 CANAL

39 5.326 CANAL

60 5.754 CANAL 58 5.845 CANAL

40 5.392 CANAL

ENTREGA FASE 2

DISEÑO ARQUITECTÓNICO DE GARITA DELIA

TÍTULO DEL PLANO:

23/2/24

19 feb '24

URBANISTICO - IMPLANTAC

4 mar '24 CÓDIGO DE MATRIZ:

18 mar '24 Fin PUNCH-LIST 21/3/24 8/3/24 - 21/3/24

RE

INICIO DE CONSTRUCCIÓN

62 62 5.759 5.759 CANAL CANAL

46 5.679 CANAL

38 5.628 CANAL

21 5.229 CANAL

14 5.502 CANAL

ESTRUCTURAS DE PARQUEADEROS 30/11/23 - 10/1/24 CISTERNA

12/12/23 - 30/1/24

TANQUE SÉPTICO / BIODIGESTOR 20/12/23 - 12/1/24

PRESENTACIÓN DE NUEVA PROPUESTA ARQUITECTÓNICA 14/11/23

DEFINICIÓN SISTEMA CCTV Y PLATOS 7/12/23

ENTREGA FASE 1 1/2/24

CIERRE DE PROYECTO 21/3/24

24

R I C A R D O E S P O S I TO DA S I LVA

GRUPO ALMAR PARKING AREA Year: Location: Firm: Budget: Area: Period: Team:

2024 Durán, Ecuador Cueva & Cueva Ingenieros USD $610.000 7.285 sqm 2 months 25 people

Construction project for a new parking area for Grupo Almar, conceived as the final piece in the integration of the estate’s transformation macro-project. With the purpose of complementing the new office building, a functional space was built housing a total of 115 parking spaces.

CLIENTE

ARQUITECTURA

LUGAR

ALMAR

ALMAR

--

My role as project director focused on coordinating the planning and execution of this final phase of the macro project, including overseeing design and construction processes, as well as implementing quality control measures.

The successful delivery of this last phase is a testament to comprehensive management that has optimized resources and functionality of the estate, achieving the complete integration of the macro-project, providing a set of cohesive and efficient facilities for Grupo Almar, thus supporting the long-term vision for its development and continuous growth.

25

projects

RESPONSIBILITIES

• •

•

• •

CHALLENGES

I led a team of 25 individuals.

I led the strategic planning of the project, in collaboration with the contracting company’s management.

I managed communications with our own teams, the client, and suppliers.

I managed project costs, schedules, and scopes.

I made crucial decisions during adverse events to minimize delays.

•

•

STRATEGIES

Integrating sustainable practices into the project and ensuring compliance with environmental requirements.

Addressing challenges related to waste management, given that the project was built within the shrimp farming estate.

•

I developed a robust risk management plan and monitored risks to take proactive measures.

I implemented a fast decisionmaking approach and efficient, proactive problem resolution.

I fostered open and transparent communication among teams.

I implemented Lean principles to reduce execution times, decrease costs, and improve the quality of the final product.

•

• •

INICIO DE CONSTRUCCIÓN 5/2/24

Inicio 5/12/23

11 dic '23 DISEÑOS 5/12/23 - 1/1/24

18 dic '23

25 dic '23

1 ene '24

8 ene '24

15 ene '24

22 ene '24

29 ene '24

5 feb '24 PRELIMINARES 5/2/24 - 16/2/24

12 feb '24

19 feb '24

26 feb '24

MOVIMIENTO DE TIERRAS Y VÍAS 19/2/24 - 1/4/24

4 mar '24

11 mar '24

18 mar '24

25 mar '24

1 abr '24 Fin 2/4/24

SISTEMA DE RIEGO 19/2/24 - 13/3/24

SISTEMA DE AGUAS DE LLUVIA 19/2/24 - 6/3/24

INSTALACIONES ELÉCTRICAS 19/2/24 - 1/4/24 ESTRUCTURAS 19/2/24 - 27/3/24

ENTREGA DE DISEÑO ARQUITECTÓNICO DEFINITIVO 5/12/23

CIERRE DE PROYECTO 2/4/24

26

R I C A R D O E S P O S I TO DA S I LVA

CSRA - GDIT CUSTOMER SERVICE & HEADQUARTERS Year: Location: Firm: Budget: Area: Period: Team:

2023 Quito - Guayaquil, Ecuador HCAStudio USD $205.000 500 sqm 3 months 30 people

As Project Director, my focus was on meticulously planning the construction approach. The main objective was to establish clear plans and processes for the execution of construction works in stages, ensuring no interruptions occurred in the company’s services.

The successful implementation of the project plans and their control during the construction stage resulted in the simultaneous delivery of both projects, surpassing the expected date by 1 week. It was ensured at all times that the office remained operational, meeting the project’s essential constraint. This achievement not only met the objectives of improving the spaces but also highlighted the efficiency in project management, allowing for an early delivery without interruptions in GDIT - CSRA’s critical services.

GUAYAQUIL

Simultaneous renovation and expansion project of CSRA - GDIT offices in Quito and Guayaquil, aimed at improving the spaces of a company specialized in processing American visas for foreign citizens. The challenge of this project lay in making these modifications without affecting the daily operation of critical services.

27

projects

• • RESPONSIBILITIES • • •

• CHALLENGES

•

QUITO

• • STRATEGIES •

I simultaneously led a team of 30 people, distributed across two different cities.

I managed communications with our own teams, the client, subcontractors, and suppliers.

I managed project costs, schedules, and scopes.

Risk management.

Integrated change management.

Integration of technological systems between existing and expanded areas, executing these operations during off-hours to avoid operational impacts.

Project management across cultural barriers, with a team composed of members from the United States, Ecuador, and Colombia.

Successfully implemented management strategies for the phased execution of construction works, avoiding interruptions in company services.

Fostered open and transparent communication among teams, resulting in smooth construction and minimal changes in design.

Promoted intercultural management to maintain team cohesion and ensure a common understanding of project objectives.

28

R I C A R D O E S P O S I TO DA S I LVA

HUAWEI HEADQUARTERS Year: Location: Firm: Budget: Area: Period: Team:

2021 - 2022 Quito, Ecuador HCAStudio USD $1.010.000 1.650 sqm 4 months 35 people

Project to renovate an entire floor of an office building for Huawei’s new headquarters. The construction process ranged from demolishing existing spaces to building new ones, including final finishes.

The project was managed on two key fronts. The first involved constant communication and rigorous reporting with the client, addressing issues such as scope, change control, and projectrelated risks. The second front focused on direct management of the construction team, contractors, and suppliers.

Project management activities were carried out within an iterative process that allowed processes to be adapted to the realities of the construction. This flexibility ensured higher performance of construction activities.

29

projects

RESPONSIBILITIES

• •

• •

•

I led a team of 35 individuals.

I managed communications with our own teams, the client, subcontractors, and suppliers.

I managed the budget, resources, and execution timelines.

I managed alternative plans for acquiring construction materials within a pandemic context.

I made crucial decisions during adverse events to minimize delays.

CHALLENGES

•

•

•

Management of a construction project in the context of a global pandemic and with high levels of risk associated with imported items.

Project management across cultural barriers, with a team composed of members from China, Ecuador, Peru, and Colombia.

Adoption of new technologies and equipment within the construction project.

STRATEGIES

•

•

•

•

I developed a robust risk management plan and monitored it to take proactive measures.

I implemented a fast decisionmaking approach and efficient, proactive problem resolution.

I fostered open and transparent communication among teams, resulting in smooth construction and minimal changes in the design.

I promoted intercultural management to maintain team cohesion and ensure a common understanding of the project’s objectives.

30

R I C A R D O E S P O S I TO DA S I LVA

GREY HEADQUARTERS 2021 Quito - Guayaquil, Ecuador HCAStudio USD $455.000 740 sqm 7 months 30 people

QUITO

Year: Location: Firm: Budget: Area: Period: Team:

This simultaneous design and construction project involved creating two offices for GREY, a prominent global marketing agency, in the cities of Quito and Guayaquil. From the initial concept to final delivery, a comprehensive process was undertaken to provide both offices with a unique and functional image.

As Project Director, my role encompassed both key stages: design and construction. During the design phase, communication plans and information management processes were established to coordinate progress with the client. Once the designs were approved, scopes, budgets, and schedules were defined for both projects. During the construction phase, constant communication and rigorous reporting with the client were implemented, as well as comprehensive management of scopes, costs, execution times, changes, resources, and negotiation and contractual management with contractors.

The result of this management was the uninterrupted execution of both projects in parallel, meeting the client’s objectives to simultaneously occupy their new headquarters. Each office is characterized by a unique image that reflects the identity and vision of GREY.

31

projects

• • • • •

GUAYAQUIL

•

•

•

• •

I led a team of 5 people during the design stage and 30 people during the parallel construction of the two offices.

I managed communications with our own teams, the client, subcontractors, and suppliers.

I managed the budget, resources, and execution times.

Integrated change management.

I made crucial decisions during adverse events to minimize delays.

RESPONSIBILITIES

Management of a design and construction project for two offices simultaneously in different cities, with tight execution deadlines.

Management of changes in design or specifications during the course of the project and assessing their impact on time and budget.

Management of remote communications due to the team’s location in two different cities.

CHALLENGES

I implemented a quick decision-making approach and efficient, proactive resolution of incidents and changes.

I implemented Lean principles to reduce execution times, decrease costs, and improve the quality of the final product.

STRATEGIES

32

R I C A R D O E S P O S I TO DA S I LVA

WORLD BANK GROUP HEADQUARTERS Year: Location: Firm: Budget: Area: Period: Team:

2019 Quito, Ecuador HCAStudio USD $755.000 650 sqm 4 months 20 people

Construction project for the new offices of the World Bank Group in a 650 sqm office building located in Quito, Ecuador. These offices, serving as the main administrative headquarters for the World Bank in the country, incorporated work areas, a cafeteria, meeting rooms, and collaborative spaces.

As Project Director, my role encompassed two fundamental areas. The first involved constant communication and reporting with the client, managing scopes and change control. The second part focused on internal management of the construction team, contractors, and suppliers, where Lean methodology was applied to streamline processes.

The comprehensive project management allowed for effective adaptation to the changing dynamics of the construction, achieving greater flexibility and efficiency. The implementation of Lean methodology significantly contributed to resource optimization and the successful delivery of the project on time and within budget.

The construction of the new offices for the World Bank Group not only met the initial objectives but also helped strengthen the presence of the World Bank Group in the region.

33

projects

• • RESPONSIBILITIES • •

• CHALLENGES

• •

• STRATEGIES

• •

I led a team of 35 people.

I managed communications with our own teams, the client, subcontractors, and suppliers.

I managed the budget, resources, and execution times.

Integrated change management.

Management of a construction project with tight deadlines and high levels of risk associated with imported items.

Management of changes in design or specifications during the course of the project and evaluation of their impact on time and budget.

Project management across cultural barriers, with a team composed of members from the United States and Ecuador.

I fostered open and transparent communication among teams, resulting in smooth construction and minimal changes in the design.

I promoted intercultural management to maintain team cohesion and ensure a common understanding of the project’s objectives.

I implemented Lean principles to reduce execution times, decrease costs, and improve the quality of the final product.

R I C A R D O E S P O S I T O D A S I LVA ARC H ITECT | PROJECT M ANA G ER