Purdue University
Bachelor Science in Construction Engineering & Management
Lean Construction Institute
Certified Practitioner Construction
Construction Management Association of America
Certified Construction Manager
US Green Building Council
LEED Accredited Professional

John Zachara

Vice President, Strategy

LCI-CPC-SME, CCM, LEED AP

JZACHARA@IFSPM.COM

More than 20 years of project management experience. His project management experience includes budget phase through job completion in a variety of projects including commercial, retail, hospital, clinical, research, educational and religious facilities.  As Vice President at IFS, John is responsible for business  development and marketing.

John has been the lead member of a team offering program and  capital budget management of a multiple site acute care healthcare organization and has completed hundreds of projects in various healthcare facilities.

Before joining Integrated Facilities Solutions, John had 12 years’ experience as a project manager with several general contracting firms. His general contracting and subcontracting experience bring  a perspective to the project team that considers all viewpoints.

John is an active member of the Lean Construction Institute (LCI) Chicago Community of Practice (CoP) and he was a member of the 1st Integrated Form of Agreement (IFOA) project in Healthcare in Chicago.

How do I bring value?

As a lead member of the first Integrated Project Delivery contract in healthcare in Chicago, the team used lean tools and principles along with the full power of the Integrated Form of Agreement (IFOA) to save the client two months off the construction schedule and $600,000 while delivering a quality Medical Office Building and setting the standard for how MOBs should be built.
The major plumbing revisions in a suite in an acute care hospital would have required extensive relocation of utilities on the floor below and major structural steel supports. IFS led the team to a concept to modify the plumbing fixtures, coordinated this with the headwall vendor and eliminated the need for costly relocations and structural additions. This saved the hospital over $250,000 in potential costs.
My background in construction has been varied across my career. Bringing my experience as a subcontractor and general contractor to the team adds a perspective that sees all viewpoints, with the understanding that the owner is not successful unless the entire team is successful.

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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.

OUR PEOPLE

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

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Angelo Roncone

President

Jeremy Hall

Vice President, Operations

John Zachara

Vice President, Strategy

Tim Vander Molen Jr.

Director, Finance

Todd Jabaay

Project Executive

Mitch Erickson

Senior Project Manager

Dan Bourbon

Senior Project Manager

Aaron Sisson

Director, Facilities Operations & Integration

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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."

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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."

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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."

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Tim Vander Molen Jr.

Director, Finance

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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."

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