Jeremy Hall

Augustana College – BS Business/Finance

American Society of Healthcare Engineers (ASHE) – Member

Construction Management Association of America (CMAA) – Corporate Member

Construction Owner’s Association of America (COAA) – Associate Member

Lean Construction Institute (LCI) – Corporate Member

Jeremy Hall

Vice President, Operations

jhall@ifspm.com

Driven by a life-long love for the construction industry, Jeremy has been serving clients in many different capacities for the last 20 years, over a decade of which have been with Integrated Facilities Solutions. Jeremy has a talent for understanding a client's perspective and translating their needs into construction solutions.

Leveraging insights from his years spent in healthcare, Jeremy combines his experience in Master and Project Planning as well as Project Execution to drive teams to maximize value for our clients. Jeremy believes strong teams make for successful projects and is committed to building relationships that ensure project success.
Jeremy began his education in the field, learning the day-to-day inner workings of the construction industry. In college, Jeremy focused his attention on understanding business and finance. Today, this blend of field experience and business savvy allows Jeremy to focus on process improvement, the reduction of waste and quite simply – Efficient Execution.
Jeremy has led teams in the regulatory approvals, planning and implementation of master plans exceeding $500M as well as the redevelopment of 20+ freestanding sites and numerous greenfield sites.

How do I bring value?

  • UNDERSTAND – I am driven to understand WHY we are doing something, not just WHAT. Taking the time to understand a client's business allows me to apply their logic and needs to a project, which significantly reduces the impact of the project on their business and allows me to assist the team in making day-to-day decisions that are truly in the best interest of a client.
  • SIMPLIFY – For those who are not immersed in construction daily, it can be difficult to have a sufficient understanding of all the variables required to make good decisions. Pairing my field knowledge with a knowledge of a client's business, I am able to help simplify and translate the needs of a project into understandable and actionable terms, allowing owners to make quicker and better-informed decisions and saving time and money.
  • EXECUTE – It is a simple concept, but even great teams need to be driven. Creating strong and accountable teams drives value to the bottom line and ensures we deliver a reliable product to our clients.

People think construction is about steel and schedules. It's really about understanding what a client is trying to accomplish, then getting out of their way so they can accomplish it. I've spent twenty years learning that if you can't explain a decision in plain terms, you probably don't understand it well enough yourself. Simplify it. Then go execute.

OUR PEOPLE

Angelo Roncone
I started with a hammer in my hand, not an MBA. That matters, because it means I've never lost the instinct to get into the weeds on a job. Three quarters of our projects happen in buildings that are still fully occupied, still running, still trying to serve patients or customers or employees every single day. You can't fake your way through that. You listen, you build a real team, and you figure out how to keep everyone's business alive while you're tearing down a wall six feet away from them.

Angelo Roncone

President

Angelo Roncone
Angelo Roncone
President
Jeremy Hall
Jeremy Hall
Vice President, Operations
John Zachara
John Zachara
Vice President, Strategy
Tim Vander Molen Jr.
Tim Vander Molen Jr.
Director, Finance
Todd Jabaay
Todd Jabaay
Project Executive
Mitch Erickson
Mitch Erickson
Senior Project Manager
Dan Bourbon
Dan Bourbon
Senior Project Manager
Aaron Sisson
Aaron Sisson
Director, Facilities Operations & Integration
Angelo Roncone

Angelo Roncone

President

"I started with a hammer in my hand, not an MBA. That matters, because it means I've never lost the instinct to get into the weeds on a job. Three quarters of our projects happen in buildings that are still fully occupied, still running, still trying to serve patients or customers or employees every single day. You can't fake your way through that. You listen, you build a real team, and you figure out how to keep everyone's business alive while you're tearing down a wall six feet away from them."
Jeremy Hall

Jeremy Hall

Vice President, Operations

"People think construction is about steel and schedules. It's really about understanding what a client is trying to accomplish, then getting out of their way so they can accomplish it. I've spent twenty years learning that if you can't explain a decision in plain terms, you probably don't understand it well enough yourself. Simplify it. Then go execute."
John Zachara

John Zachara

Vice President, Strategy

LCI-CPC-SME, CCM, LEED AP

"I've sat on every side of the table. Subcontractor, general contractor, owner's rep. You learn fast that the owner never wins unless the whole team wins. On one healthcare project, we didn't just hit the budget, we used lean tools to cut two months and $600,000 out of the schedule. On another, a simple plumbing fix saved the hospital a quarter million dollars and skipped a mess of structural work nobody wanted to deal with. That's the job. Find the smarter path before you pour concrete on the dumber one."
Tim Vander Molen Jr.

Tim Vander Molen Jr.

Director, Finance

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Todd Jabaay

Todd Jabaay

Project Executive

LEED AP, CM-Lean

"Good construction comes down to trust. You earn it project by project, partner by partner. I care about smart design and clear communication, sure. But what really matters is this: did we hit the budget, did we hit the deadline, and did the client get what they actually needed? That's the whole job."
Mitch Erickson

Mitch Erickson

Senior Project Manager

CM-Lean

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Dan Bourbon

Dan Bourbon

Senior Project Manager

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Aaron Sisson

Aaron Sisson

Director, Facilities Operations & Integration

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