Chief Operating Officer at True North Custom Homes (2026-01 – Present)
Serve as a core member of the executive leadership team, contributing to company-wide strategy, culture, and long-term growth planning.
- Own full P&L and operational accountability for a portfolio of concurrent luxury custom home builds ($2M-$5M each), serving as the company's project management function from contract handoff through final client sign-off.
- Build and develop the field organization of superintendents and trade partners — leading full-cycle recruitment for field leadership roles and running structured performance reviews against measurable operational standards.
- Serve as executive escalation point for client matters and own change-order governance company-wide, protecting margin, schedule velocity, and the client experience.
- Monitor core KPIs — schedule adherence, gross margin variance, change-order cycle time, closeout duration — and partner with finance on budget-to-actual and draw management.
Division Manager at Century Communities (Century Complete) (2022-02 – 2025-12)
Grew a newly launched division from 55 home closings in year one to 183 closings by year three, while exceeding the division's business plan every year — full P&L ownership across land, construction, purchasing, sales, and customer care.
- Directed land acquisition and development strategy with the VP of Land — site planning, development efficiency, and high-volume sales pace at target financial metrics; presented all Asset Management Committee submittals.
- Oversaw construction operations to protect build-time templates and on-time delivery, achieving strong customer satisfaction and maintaining OSHA-compliant safety standards across all communities.
- Directed the Division Purchasing Manager on direct construction costs, vendor selection, and product innovation, and partnered with Sales & Marketing on pricing, incentives, and lender capture rate (80%+).
- Worked with corporate leadership developing, presenting, and delivering the division's annual business plan and quarterly re-forecasts, maximizing revenue, margin, and return metrics.
- Recruited, trained, and developed the division's team, building real succession bench strength.
- Built and maintained relationships with local Code Enforcement officials and municipal jurisdictions and oversaw the Customer Care/warranty function to drive homeowner satisfaction and referral growth.
Director of Operations at Infinity Homes (2021-04 – 2022-12)
Served on the executive leadership team, setting the company's quarterly and annual business plan goals.
- Managed field activities, setting goals for staff supervisors against approved plans, specifications, master contracts, building codes, and development schedules and budgets.
- Supervised, directed, and coached direct reports, including managing other functions as required by organizational structure.
- Trained staff on division construction, quality control, and safety procedures — and held them accountable to those standards' day to day.
- Kept communication flowing across every department through regular department meetings and ran production meetings with subcontractors and staff.
Operations Manager at Premier Homes (2020-04 – 2021-04)
- Set annual and quarterly goals for sales, starts, and closings, and provided oversight to department managers with an emphasis on customer satisfaction.
- Analyzed financials to control overhead and construction costs, keeping Net Income ahead of industry averages, and maintained a competitive vendor base for labor and materials.
Division Manager at Inverness Homes (2013-08 – 2020-03)
- Owned the sales process from point of sale through contract approval, and held marketing, communities, and model homes to a high public presentation standard.
- Managed the building process end to end, delivering quality homes on schedule and within contractual obligations; contracted a cost-competitive, scope-compliant subcontractor and supplier base sized to the division's build capacity.
- Served as the customer's primary liaison through delivery, resolving service issues promptly, and built relationships within the community and with government and inspection entities.
- Monitored all product costs — land, phase-by-phase construction, and closing — to deliver every home at budgeted profit.
- Recruited, trained, and managed associates against individual and organizational goals; maintained long- and short-range schedules holding every home to its contract delivery date; administered policies across personnel, product, land development, construction standards, and cost management.
Construction Manager at Thompson Homes (2003-06 – 2013-08)
- Directed all full-time field supervisors — warehouse, labor, paint, finish carpentry, and warranty teams — while maintaining budgets, controlling overhead costs, and developing safety procedures.
Superintendent at Beazer Homes (2002-01 – 2003-12)
- Coordinated on-site construction, staffing, and procurement across all phases; managed subcontractor compliance with safety and quality standards.
Assistant Superintendent at Richmond American Homes (2001-01 – 2002-12)
- Scheduled and monitored subcontractors and maintained model/community presentation standards.
President at Calvin D Bailey Builders Inc. (1996-01 – 2001-12)
- Owned and operated a custom and spec homebuilding company — land acquisition, product design, purchasing/estimating, on-site supervision, and homeowner warranty administration.
