Construction project manager · Houston, Texas

Kevin Adeboyejo.

Available for remote PM or project controls work NowProject Manager, data center commissioning Email me LinkedIn

About$300M

of construction managed or delivered since 2017

Right now I run hydronic flushing and commissioning scopes on hyperscale data center programs. Before that, nine years of delivery, about five on the contractor’s side and four on the owner’s: federally funded housing, a 22-project capital improvement portfolio, healthcare renovations, industrial land development.

Sheet G-001 · Cover As of SEP 2026 PMP Candidate · exam planned for 2027 Drawn K.A.

Work

Sheet G-002 · General notes

  1. $80M of federally funded housing delivered 15% under budget; every federal and state audit passed

    Federal housing · 2023–25

  2. 22 infrastructure projects carried at once in an $80M+ capital program; consultant spend cut 80–85%, about $400K a year

    Capital program · 2025–26

  3. RFI turnaround from 12 days to 4; $4.2M in change orders managed with no creep into contract value

    Federal housing · 2023–25

  4. 95% of a four-and-a-half-year industrial site portfolio delivered on time; project costs down about 20%

    Site development · 2017–21

  5. Flushing and commissioning scopes on $250M+ hyperscale data center programs for Fortune 100 clients

    Data centers · 2026–

Data date reset → Apr 2017 · scroll to advance

SheetC-101
DisciplineCivil · site development
SideContractor’s
DatesApr 2017 – Oct 2021
LocationTexas
Drawn · scaleK.A. · NTS

Site development contractor · Project Manager

Industrial and commercial land development

Site grading, underground utilities, reinforced concrete paving and stormwater packages; 95 percent delivered on time over four and a half years, project costs down about 20 percent.

Apr 2017 – Oct 2021

Four and a half years on the contractor side, running large-scale industrial and commercial site packages from initiation through closeout. I ran the subcontractor procurement myself: scopes, bids, negotiation, contract execution.

I also did the utility modeling for lift stations, meter vaults and pressure-regulating stations. This is where I learned what a schedule costs the people building it.

Schematic model. Not a depiction of any project or client facility. Dates and results are real.
SheetA-101
DisciplineArchitectural · renovation
SideOwner’s
DatesJan 2022 – Aug 2023
LocationTexas
Drawn · scaleK.A. · NTS

Public-sector owner · Project Manager

Healthcare renovations in occupied facilities

$2M portfolio of office, clinical and equipment installations in facilities that stayed open; about 15 percent added to clinical capacity, operating costs down about 15 percent.

Jan 2022 – Aug 2023

Project manager for renovations in healthcare facilities that stayed open during construction. I owned vendor coordination and the budgets, and kept everything inside state and federal regulatory requirements.

Every phase had to work around patients and staff, so phasing, swing space and life safety inspections were worked out with the clinical teams before anything was drawn. The work closed a quarter of the compliance gaps the facilities had been carrying.

Schematic model. Not a depiction of any project or client facility. Dates and results are real.
SheetC-201
DisciplineCivil · residential
SideOwner’s
DatesAug 2023 – Mar 2025
LocationTexas
Drawn · scaleK.A. · NTS

Public-sector owner · Project Manager

Federally funded residential construction

$80M delivered 15 percent under budget: underground utilities, ground-up single-family housing, roadway paving. Every federal and state audit passed.

Aug 2023 – Mar 2025

Project manager on construction funded through federal and state grant programs. I directed developers, contractors and design teams from initiation through closeout over 19 months, and finished $80M of work 15 percent under budget.

On grant-funded work the paperwork is what gets you reimbursed, so I put standard project plans, schedules of values and document control in place for every program. Centralizing RFIs and submittals brought RFI turnaround from 12 days to 4. I also negotiated the subcontractor buyouts and managed $4.2M in change orders without any of it creeping into contract value.

Schematic model. Not a depiction of any project or client facility. Dates and results are real.
SheetC-301
DisciplineCivil · capital program
SideOwner’s
DatesMar 2025 – Apr 2026
LocationTexas
Drawn · scaleK.A. · NTS

Public-sector owner · Project Manager

22-project capital improvement portfolio

$80M+ capital program, 22 projects at once: pedestrian bridges, corridor work, parks, roadway, plus wet utility and municipal utility district (MUD) scopes under a separate contract. Consultant spend cut 80 to 85 percent, about $400K a year.

Mar 2025 – Apr 2026

Owner’s project manager for a public redevelopment district. I carried 22 active infrastructure projects at the same time, from consultant selection through design, bid, construction and acceptance, and ran the wet utility and MUD development work on the side.

The thing I’m proudest of there: I brought plan review, cost estimating, public benefit determinations and reimbursement analysis in-house instead of paying consultants for it. Reimbursement audits and board reporting came back clean every time.

Schematic model. Not a depiction of any project or client facility. Dates and results are real.
SheetM-601
DisciplineMechanical · hydronic
SideContractor’s
DatesApr 2026 – present
LocationTexas
Drawn · scaleK.A. · NTS

Specialty mechanical contractor · Project Manager

Hyperscale data center programs

Hydronic flushing and commissioning scopes on programs worth $250M+, for Fortune 100 clients, plus semiconductor and EV battery plants.

Apr 2026 – present

Our crews flush and chemically clean chilled water, condenser water and district energy systems before they’re started up. I manage those scopes on multi-phase data center builds, and on semiconductor and EV battery plants. That means reading the contract and scope, getting the flush plan approved by the customer, walking the site, confirming the crew and equipment are ready, then running the mobilization through daily field reports and weekly cost reviews.

I carry a portfolio of these at once. Each one has its own risk register, change orders and insurance (ROCIP) enrollment, and each one closes only when every change is resolved and the final flush report goes out.

Schematic model. Not a depiction of any project or client facility. Dates and results are real.

Credentials

Sheet G-003 · Title block
CertificationPMP

Candidate, PMI · exam planned for 2027

GraduateMBA

Project Management, LSU Shreveport, expected 2027

UndergraduateBA

Psychology, Texas Southern University, 2021

Safety · controlsAlso

OSHA / KeySix safety certified · EVM trained

Tools
MS ProjectPrimavera P6SmartsheetProcoreBluebeamNetSuiteClickUp
Work record
DatesOrganizationRoleSide
Apr 2026 – presentSpecialty mechanical contractorProject ManagerContractor’s
Mar 2025 – Apr 2026Public-sector ownerProject ManagerOwner’s
Aug 2023 – Mar 2025Public-sector ownerProject ManagerOwner’s
Jan 2022 – Aug 2023Public-sector ownerProject ManagerOwner’s
Apr 2017 – Oct 2021Site development contractorProject ManagerContractor’s
Sheet G-004 · General requirements

How I work

1.1

I build the schedule with the people who have to execute it, then hold the baseline. Most of the delays I’ve seen come from two trades doing their work in the wrong order, so I spend more time on sequencing than on anything else.

1.2

I collect the evidence as the work happens (inspections, test results, submittal closure) instead of reconstructing it at closeout. And I write a short variance narrative with every cost report, because a CPI number on its own doesn’t tell anyone what to do next.

Sheet G-900 · Issued for: remote project management / project controls

Get in touch.

kevinadeboyejo@gmail.com
LinkedIn
Kevin Adeboyejo