Gaines Redd
Managing Consultant (ATL)
EDUCATION & REGISTRATION(S)
- B.S., Aerospace Engineering, Georgia Institute of Technology
- History Certificate, Georgia Institute of Technology
Gaines Redd is a Managing Consultant in Draper & Associates’ (Draper) Atlanta office. As a member of the firm’s Construction Services Division, he provides construction scheduling, construction management, project management and claims analysis services. He joined Draper in April 2001 and has been serving in a variety of vital functions involved with clients in public housing, infrastructure improvements, and commercial development.
Mr. Redd has a strong construction project management background and brings excellent planning, budgeting, communication, and contract administration skills, which make him extremely effective as an owner’s representative overseeing third party vendors delivering construction management, maintenance, capital improvement, and other specialized services.
EXPERIENCE
Mr. Redd is currently providing construction schedule management support on the Children’s Healthcare of Atlanta North Druid Hills Campus project. Within this role, Mr. Redd is responsible for providing master scheduling oversight services on the multi-phased project, from preconstruction through project execution and closeout. Anticipated for completion in 2025, his role involves significant long-range planning, monitoring, and reporting on all aspects of the construction process.
In addition, Mr. Redd is also providing construction schedule management services on Schindler Elevators’ 10-year MARTA elevator and escalator rehabilitation project, and multiple government projects requiring USACE/DoD cost-loaded schedule reporting and time impact analysis requirements.
Mr. Redd recently completed a multiple-year engagement at Atlanta’s Mercedes-Benz Stadium, where he provided program management support services. As a scheduling consultant to the senior lead consultant, Mr. Redd assisted with schedule management support of the project from ongoing program management services and land acquisition through construction and closeout.
Mr. Redd also provided program management and schedule oversight services to Georgia Tech Facilities, Inc., on the Kendeda Building. Within this role, he was responsible for project scheduling and reporting, as well as payment application and change order review services for the duration of the project.
In addition to his schedule and project management work, Mr. Redd has acquired extensive experience in claims analysis. His responsibilities have included providing claims support on the development and maintenance of various databases for document review, data collection and the development of as-planned and as-built schedules that have been utilized in the analysis of relevant issues concerning specific claims.
Prior to joining Draper’s Construction Services Division, Mr. Redd spent 10 years on assignment at the firm’s Atlanta Housing Authority (AHA). He provided public housing operations oversight, including performance tracking, feedback, and technical assistance for issue resolution, to one of AHA’s third-party vendors responsible for property management services for approximately one third of the 6,300+ units in the AHA Affordable Housing portfolio. He oversees the vendor’s execution of capital improvement projects, including the monitoring of vendor procurement, administering construction contracts, performing quality assurance inspections of work completed, and reviewing/ approving pay applications.
Mr. Redd came to the AHA assignment with prior public housing authority experience, having worked for sixteen months at the Memphis Housing Authority (MHA) as a member of the Draper team that facilitated the procurement and execution of more than 45 design and construction projects, worth over $24 million. That team introduced rigorous procurement and contract administration procedures as well as disciplined project management practices into the Memphis Operation. These efforts eliminated the MHA’s backlog of capital improvement projects, corrected all HUD findings against the MHA Modernization Program, and contributed significantly to the decision by HUD to remove the MHA from its list of “troubled” authorities.