🔷 Sandhya Seshadri 🔷

Engineered Capital

Apartment Syndicator helping busy engineers and professionals diversify their portfolio from the stock market into real estate without the liabilities and headaches of a landlord.

Founder

I help Engineers make $ investing in apartments passively without Tenants, Toilets, Termites or Trash. No Loans, Liens or Lawsuits to worry about. Diversify from Wall St -> Main St.

Real Estate : John is a busy tech executive with a large portion of his portfolio in the stock market, and particularly in his company stock due to years of accumulating stock options. 

John wanted to diversify but didn't have time to take care of repairs, leasing, maintenance and potential liabilities with being a landlord.

So, John invested in 3 syndications with me, 2 of which have been bought and sold with returns exceeding initial projections. (Every deal is different and carries its own set of risks/rewards).

Oil & Gas: Due to the high interest rates in the past few years, Rita was hesitant to invest in real estate. I don't blame her. But she wanted the tax advantages from depreciation. So Rita invested in oil & gas instead, which can offset her W2 income with the 80% depreciation.

Technology startup : Jeff and I have known each other for over a decade, as electrical engineers. Jeff was not retiring for at least another 2 decades, and was looking for aggressive growth, and didn't need cash flow. He chose to allocate a portion of his investment $ in a technology startup.

One size doesn't fit all. As always, consult with your financial, legal and tax professionals like John and Rita did before making any investments.

The moment I did this, my life changed 

(I'm sad I didn't live all my life this way)

Stop complaining. Start the day with gratitude.

Yes, being thankful . 

Not... “why did this happen to me?

Most people on LinkedIn only share professional tips.

But this thanksgiving week .. let’s be thankful for what we have.  

$40,000 in damage.  

But a less than a foot away .. a 20ft fall into a creek.

Insurance claims. What a pain. 

But not one was hurt. No hospital visit. 

Just a driver.. a truck and a brick wall. 

Hug your loved ones ..
Be grateful for all your blessings 

Because life can change in a millisecond 

P.S. What’a one thing that you grateful for today ?

Sandhya Seshadri

Save 30% in 2025 taxes on $100K investment + greater cash flow via Oil & Gas investing 🔹 Trusted by 383 investors 🔹 Speaker and 2X Amazon #1 Best Selling Author

No alternative text description for this image

$500,000 at stake from 6 distressed deals 

I am a Limited Partner (LP) 
In 6 deals which made Capital Calls
LP = Passive Investor = not in charge

When I say multifamily stinks.. 😷 
this is why.

❌The deals were overleveraged.. at 80% to begin with 

😥When property values dropped, that leverage is close to 100% now.

😳With the added capital call .. that’s 110% loan to value!

First order of business:

→ Read the Legal docs
→ Is it mandatory to contribute?
→ Are my shares reduced if I don’t?

Items to clarify with the general partners (GPs) or sponsors in charge:

- Why a capital call?
- Is it to buy a new rate cap?
- How does it get us out of the loan?

In other words, we need to find out if this is a Band-Aid fix, or a Permanent fix.

- Is there negative cash flow?
- What does break even look like?
- Will the capital call help refinance?

Why sink $ into a failing deal ?

→ Ask the questions 
→ Do you see a clear path to exit ?
→ GPs exhausted all other options?

Many folks are pressured into contributing to a capital call because it’s the only way to save the deal

But can it truly be saved at this level of leverage?  
----------------------------------
Message me “ checklist “ to screen a sponsorship team.

Many deals acquired in 2022 are in trouble.

----------------------------------

P.S. Drop the deal and sponsor name below ⬇️ if you know of a deal which returned all the money back to investors after a capital call.

Invest beyond the stock market 🔹 Trusted by 383 investors 🔹 Speaker and 2X Amazon #1 Best Selling Author

When I immigrated to the US, my dream was stability.

Today, it's stability + flexibility.

In 1990, when I made my way from India to the USA on a student visa, everyone kept talking about the "American Dream".  

The traditional path to financial independence with a W-2 job. 

Everyone was chasing the same goals:

1. Exciting career
2. Financial stability
3. A nice suburban home

Then, recessions happened. COVID happened. A lot has changed in 3 decades.

"Stable" is neither a goal nor a realistic possibility anymore.

In 2025, it's all about:

1. Flexible work hours
2. Financial variety (investments)
3. Flexible workplace / remote options

I wouldn't change my "now" to "then" for anything. 

The flexibility to spend time with my kiddos and my family. 

The school celebrations I can attend because my work hours allow me to pause from work.

Is this today's version of The American Dream?

---

Photo: Me at the airport ....working on my laptop ... at the end of a family vacay… location and time freedom..

Don’t mistake financial freedom for:

- More zeros and commas
- More cars in your driveway
- More luxury you don't need
- More sq footage in your home

This is just STUFF.

It doesn't make you happy.
It doesn't make you fulfilled.
It doesn't make you satisfied.

It just makes you want more.

Coming from someone who has achieved financial freedom over the last decade...

This is WHY you go after financial freedom:

🔹 Time with family that you can't buy
🔹 Freedom from a W2 paycheck
🔹 Trading desk time for travel 
🔹 Enjoying the short life we have

Time + Freedom = The Real Reason

Don't buy more stuff, buy more time.

P.S.  What is your favorite vacation destination?

Everyone's chasing the wrong flex.

The real flex isn't $100K in fees

It's making $ for investors without :

- Unrealistic assumptions
- Forgetting the fundamentals
- Doing multifamily due to familiarity 

I know people like me making 3% cash flow  working themselves to the bone in multifamily.

I know people making 25% cash flow  working 4 hours per day on stocks, oil and gas, funding fix and flips. 

Want double digit cash flow ?

It is rare in multifamily 

Does your multifamily deal follow the 1.2% rule of real estate? (Not 1%)

1.2% of $20,000,000 = $240,000 in monthly collections.  

Most deal failed this rule of thumb.

They are all waiting on the big upside at the end because of buying on a good cost basis.

Drop a YES if you know this rule ⬇️

I invested in a $8,350,000 deal in 2019. 

I invested in a $12,750,000 deal in 2020

Each of the assets had significant physical value-add work performed on them. 

• New branding and signage
• New 2-tone exterior paint
• New design landscape
• New appliances

Both deals exceeded stock market returns

And honestly? 

Not worth the risk anymore. 

Despite both of those acquisitions returning 2.1x in 3 years

Why? 

Because today, 3 things have changed for multifamily

- Cap rates are higher
- Rents are flat or negative
- The cost of capital is higher

When the payoff for a high-risk project is only slightly better, we’d rather choose the cash flowing one ..

My focus in 2025? 

• Double digit cash flow
• Fewer headache 
• Tax benefits 

Are you seeing double digit cash flow in multifamily?

Or other asset classes such as

- First lien debt funds 
- Retail, medical offices, MHP
- Energy sector like oil and gas

Comment “other” if you’re seeing you double digit cash flow elsewhere!

Note: This should not considered to be investment advice. 

There is no Solicitation of securities here. 

Please consult with your trusted professionals, such as wealth, advisors, attorney, tax professionals, etc. before choosing any investment.

100% loss of capital is possible in any investment so choose wisely !

Deal of a lifetime or a train wreck?

You like his post
You like her smile
𝘠𝘰𝘶 𝘧𝘪𝘯𝘥 𝘵𝘩𝘦 𝘤𝘰𝘯𝘵𝘦𝘯𝘵 𝘳𝘦𝘭𝘢𝘵𝘢𝘣𝘭𝘦

She seems so genuine
His videos are so authentic 
(𝘚)𝘩𝘦 𝘴𝘰𝘶𝘯𝘥𝘴 𝘳𝘦𝘢𝘭 𝘢𝘯𝘥 𝘤𝘰𝘯𝘷𝘪𝘯𝘤𝘪𝘯𝘨 

To me, that is good enough.. 
To buy 𝘉𝘰𝘺 𝘚𝘤𝘰𝘶𝘵 𝘱𝘰𝘱𝘤𝘰𝘳𝘯
Or 𝘎𝘪𝘳𝘭 𝘚𝘤𝘰𝘶𝘵 𝘤𝘰𝘰𝘬𝘪𝘦𝘴 

But wiring $100,000?
That took me years to save?
𝘉𝘢𝘴𝘦𝘥 𝘰𝘯 𝘢 𝘧𝘦𝘸 𝘓𝘪𝘯𝘬𝘦𝘥𝘐𝘯 𝘱𝘰𝘴𝘵𝘴?

❌ I don’t think so 

Let’s get back to the basics.,
How much research did you do?
To buy your last appliance or car ?

✅ Ask these questions instead

Have they done this before?
𝘐𝘯 𝘵𝘩𝘦 𝘴𝘢𝘮𝘦 𝘢𝘴𝘴𝘦𝘵 𝘤𝘭𝘢𝘴𝘴 𝘢𝘯𝘥 𝘮𝘢𝘳𝘬𝘦𝘵?

With several full cycle deals?
Meeting or exceeding projections?

What is the source/ bias of your data?
𝑫𝒊𝒅 𝒂 𝒑𝒓𝒊𝒐𝒓 𝑰𝒏𝒗𝒆𝒔𝒕𝒐𝒓 𝒄𝒐𝒏𝒇𝒊𝒓𝒎?

Is it really the next best thing?
Do you truly understand it?

How are their deals doing today?
Any Capital calls or member loans?

How much $ are they investing?  
𝘈𝘧𝘵𝘦𝘳 𝘴𝘶𝘣𝘵𝘳𝘢𝘤𝘵𝘪𝘯𝘨 𝘵𝘩𝘦𝘪𝘳 𝘢𝘤𝘲 𝘧𝘦𝘦𝘴 ?

𝑫𝒊𝒅 𝒚𝒐𝒖 𝒓𝒖𝒏 𝒂 𝒃𝒂𝒄𝒌𝒈𝒓𝒐𝒖𝒏𝒅 𝒄𝒉𝒆𝒄𝒌?
𝘐𝘴 𝘵𝘩𝘪𝘴 𝘱𝘦𝘳𝘴𝘰𝘯 𝘪𝘯𝘤𝘩𝘢𝘳𝘨𝘦 𝘢𝘧𝘵𝘦𝘳 𝘤𝘭𝘰𝘴𝘪𝘯𝘨?

What is the source of the inputs?
Going in to the analyzer spreadsheet?

🗑️ Garbage IN =  Garbage OUT 🚮

———————————————
Download my free checklist 
From my website

Put together a spreadsheet 
Record the answers 

Don’t skip the steps
𝑰𝒏𝒗𝒆𝒔𝒕 𝒊𝒏 𝒉𝒂𝒔𝒕𝒆. 𝑹𝒆𝒑𝒆𝒏𝒕 𝒂𝒕 𝒍𝒆𝒊𝒔𝒖𝒓𝒆 
———————————————-

P.S. Did any of these tips surprise you?

My friend / engineer was sobbing 😭

2 of her deals foreclosed - lost all $

“Ava” called me to say that she’s lost a chunk of her savings.

“Ava” was part of a group of LP investors in the Bay Area, who collectively vetted this sponsorship team and deals. 

They got to know, like and trust the sponsors. Good people who lacked experience.

My 4 best tips so it doesn’t happens to you : 

1. Ask for their history of full cycles in that market and asset class.

2. Require full monthly financials that include all items in the general ledger

3. Intervene and get involved if the property fails certain metrics within a quarter. 

4. Ask for the status of all their current deals. Any in distress with negative cash flow ?

“Passive” investing is not purely passive.

P.S. Which of the 4 tips resonate ?

♻️ if you find my posts useful, please consider a repost to help other investors.

It took me 2 years to realize my $100,000 mistake.

(Background check is highly underrated)

After investing aggressively for 2 years, 

I finally understood that market location is only 1 of the factors

When it comes to investing in any alternate asset, 

It all starts with the team in charge

Use my checklist.  Don't deviate.
Be focused on the team in charge first. 

3 different background checks revealed :

- Multiple bankruptcies
- Jail time for a convicted felony
- Years of prison time for SEC violation

These were all famous people on podcasts, stages and mentorships

Networking with others revealed 100% loss of investor capital across deals

Or deals with zero equity remaining to recover for LPs

Wake up, friends.  

Financial freedom will come easier only if the investment is backed by a solid team.
.
P.S. Save this post for yourself and repost to save someone else's hard eared $

What’s one tip here that you found the most helpful?

I spent $80 to add $2500 in revenue

It's easier than you think...

I did it with a mini model set up on 2 “stale” units:

- Buy accent pieces
- Decorate in 10 minutes
- Take pics for social media
- Offer a “look and lease” special

The cost of items per unit was $40

Prospective residents toured units and loved the look

They signed the lease.. $1,250 per unit x 2

No heavy furniture to move
No fancy upgrades like Granite
No $$$ designer to stage the units

This saves your staff effort.
This saves staff’s time.
This saves you $$$.

All 3 of these things being critical to your success.

P. S. Have you done a mini model before?

Drowning doesn't happen when you fall in the water.

It happens when you stay underwater.

If your deal is drowning because the Net Operating Income (NOI) is insufficient to pay the mortgage due to a floating rate bridge loan...

You are in trouble.

Try these 3 things to see if you can stay afloat:

1. Look at your negative cash flow every month.

How confident are you, your partners and the property management company that you'll be able to at least break even? And by when?

2. Get a BOV (Broker Opinion of Value)

Confirm if the resale proceeds will be enough to pay off the mortgage and return some profits to your investors → even if it’s a little less than the initial projections.

3. Get a quote from a creative lender.

Check if there's a way to refinance the deal → Yes, the right lender can make a difference.

Reality check:

Interest rates may not come down anytime soon.

Hoping they will → this is not a strategy. You need to take action TODAY.

Weigh your options → Starting with the 3 above.

Drop a YES if you are aware of a deal in distress ⬇️

Netflix is a $220,000,000,000 empire 

Powered by indecision.

They charge around $15 a month.

People keep subscriptions for years.

The kicker? 

Many spend more time browsing ..
than actually watching 😂

This is the magic of “choice overload.”

Why it works:

The endless library makes it feel like there’s always something worth staying for

The recommendation algorithm keeps you thinking your next favorite show is just one click away

FOMO kicks in whenever a new hit drops

Shared accounts spread the habit without extra cost to you

Canceling feels like giving up a VIP pass to the party

Netflix isn’t chasing maximum watch time per user.

They’re chasing maximum stay time.

That’s how they generate billions in recurring revenue while funding more content than anyone else.

The bigger picture?

They just need you to believe you might.

What other businesses quietly profit from you sticking around?

P.S. Amazon prime,  Netflix or both?

You’ll be penalized if you don’t contribute

This is not just 1 group 

It is multiple groups across the board setting this new trend 

What happens when a deal runs out of money? 

A capital call.  

Investors are asked to put more money into the deal instead of receiving dividends.

Yes, the script is flipped.

Now to add insult to injury,

They push and persuade investors to put more money into the deal

The original operating agreement is modified with a majority vote by the contributing investors

The plot thickens

Let’s say you invested $100,000 initially.

Now the deal needs 15% more money

When you contribute $15,000
Your entire $115,000 is in a preferred stack 

But if you decide not to contribute the $15,000

Your original $100,000 gets pushed to the bottom

So the odds of you ever seeing a penny of your original investment is very slim

Per the original agreement..
Only the 15,000 contribution is in a preferred stack

But now they’ve persuaded investors, and changed it.. so if you don’t contribute you are penalized

Yup, that’s how they will treat you the investor who trusted them with $100,000. If you don’t play.

P.S. are you OK with this as a passive investor or fund manager?

Is it OK to change the operating agreement to get investors to contribute to a capital call and penalize those who don’t?

The author can see how you vote. Learn more

Capitano Investing Group

Capitano Investing Group is a real estate investment firm providing investment opportunities that help you "Captain Your Wealth" where your money works for you instead of you only working for money. Capitano typically works with former military engineers and other busy professionals who love their careers but also want to diversify away from the stock market. 
- Provide opportunities that help investors create passive income to better prepare for cash flow during retirement. 
- We do all the work of dealing with tenants and toilets at our apartments while our passive investors enjoy their careers and time freedom. 
- Interact with investors by providing insight to new investment opportunities, monthly updates on existing properties, and multifamily educational articles. 
- Analyze and vet potential new investment opportunities against our target criteria. 
- Ensure that building excellent communities at each of our properties is central to the business plan as everyone deserves to live in a thriving community.  
- Build strategic partnerships with strong operators which is the foundation to successful business operations. 
- Partners in 4000+ units of multifamily apartment properties. Raise capital for new opportunities and participate in asset management, provide risk capital, and source and underwrite new property acquisitions. 
- Acquire 100+ unit multifamily properties that can be renovated (value-add) to force appreciation and increase overall property value, helping to create wealth in a multitude of ways --- monthly cash flow, tax depreciation benefits, forced renovation appreciation, overall market appreciation, use of leverage, inflation protection, and mortgage pay down.

President 

ExxonMobil

• Performed pre-construction project planning and construction execution for $500M+ new project to develop and construct a renewable diesel plant operation. 
• Led 30-person cross functional team in developing construction execution strategy, contracting strategy, and selecting contractors. 
• Interfaced and directed early engagement meetings with 8 EPC contractors to optimize strategy, identify risks and mitigations, and implement cutting edge process technologies into project design.

Construction Execution Manager

• Led contracting strategies and contractor selections for large scale mega construction projects valued at over $13B for Papua New Guinea (PNG) developments including LNG plants, pipelines, gas plants and related infrastructure. 
• Led 6-person cross functional team in evaluation and selection of 3 top global EPC contractors.

Contracts Strategy Manager for Papua New Guinea LNG Project

Responsible for $100M P&L program of pipeline and well pad projects including all aspects of project life cycle - planning, engineering design, procurement, materials management, construction, contractor selection and oversight, safety, and quality. 
• Directed 25-person team in overseeing project management of 90 upstream gathering system pipeline projects ($100M annual capital program) at West Qurna I oil field in Iraq - one of the world's largest oil field operations.  Oversaw installation of 130 km of upstream gathering system pipelines and 5 well pads. 
• Doubled construction execution within 9 months after taking over this role by making major improvements across the program and by influencing team to operate as one unit.

Project Manager for Pipeline Projects

• Led 20 staff in conducting business operations for $100M annual execution of hydrocarbon and infrastructure projects for a 450K barrels per day oil field operation.
- Primary overseer of a $125M project management services contract with Wood that included management of 150 engineers and other project support personnel.
• Directed contract management on 10 contracts for engineering, procurement, and construction services for both greenfield and brownfield projects.
• Provided strategic direction in project controls analysis, reporting procedures, and capital efficiency. 
• Oversaw all aspects of organizational structure including personnel hiring.

Business Manager for Construction Projects

• Led strategic planning for a 120MW electrical power development to support 1.2 million barrels of oil production per day.  
• Developed the business case and negotiated costs with the construction contractor for a 40 Kbd temporary production facility that had a phenomenal 2400% return on investment. 
• Drafted the security strategy and laid the groundwork for initial project planning of new facilities for a 1.2M barrels per day oil production operation located in an extremely volatile country with a multitude of local security threats.

Iraq Construction Planning Development Manager

• Led business operations for a multi-billion dollar oil sands construction project that provided 110,000 barrels of oil per day.  
• Effectively drove cost forecast reliability on a $400M cost reimbursable project that finished 6 months ahead of schedule and $28M below planned cost. 
• Contributed to safety excellence by helping surpass 1 million hours without a lost time incident. Ensured safety and operational reliability were at the forefront of every project management meeting.
• Led a six person team in directing oversight of Fluor’s project management team during engineering, procurement, and construction management phases.  
• Contributed to successful completion of a multitude of infrastructure projects including:  
          - Fabrication and hookup of 30 modules for pump houses and associated utilities
          - 60 km water pipeline with a river water intake facility 
          - Electrical distribution system with a 240-kV power line interconnection to the local utility grid, a main substation and 72-kV power distribution system 
          - Vehicle maintenance facilities necessary to maintain mining construction vehicles 
• Led a four person team in business management operations on a highly successful 225-mile oil pipeline project valued at over $1B with a capacity of 400,000 barrels of oil per day, connecting Kearl oil sands production with the Edmonton oil terminal.  
• Strategically influenced and improved cost control stewardship of pipeline subcontractors resulting in an $85M overall project cost savings.  After assuming the business operations role, successfully reversed major cost overruns by driving cost forecast reliability and improving the joint venture partner relationship. Quickly increased oversight of subcontractor construction operations, enabling visibility on hidden costs and assuring accurate cost forecasting.

• Quickly transitioned from the military and the Federal contracting arena to the oil and gas industry sector as a contracting advisor responsible for developing contracting strategies on several projects that were in their initial planning stages. 
• Led contracting strategy and set contractor evaluation criteria as the lead co-venture partner on all four major projects for a $45+ Billion LNG and gas pipeline development. 
• Resolved logistics barriers with Nigerian customs officials to fast track a $500M gas turbine generator project. Provided an organized, consistent communicative approach with officials to ensure materials were well tracked and efficiently moved through the customs system, enabling construction activities to remain on schedule.

Engineering Contracts Advisor

US Navy

Led project management teams from 15 to 800+ in U.S. Navy Civil Engineer Corps (CEC), rising to senior officer rank of Captain (O-6). Combined demanding skill sets of executive leadership, construction engineering, project management, business leadership, contracts management, organizational leadership, and Seabee military operations to execute and manage all aspects of projects in engineering, procurement and construction (EPC) for Navy and Marine Corps installations.

Captain, Civil Engineer Corps

Naval Facilities Engineering Command (NAVFAC)

• Executive Officer and number 2 in charge of a global engineering organization with $500M P&L / annual budget.
• Managed 13 executives in overseeing 500 employees for 5 business lines.
• Led strategic merger to create a 1300 employee global engineering and logistics center.

Executive Offier / Chief Operating Officer

• Executive Officer and number 2 in charge of a global logistics operation with $1 Billion P&L / annual budget.  
• Directed daily operations of 12 executive managers in charge of 3 business lines and financial operations, business strategy, legal counsel, inspector general, IT, HR, safety, public affairs, supply chain management, contracting, procurement, and military operations.
• Outfitted military forces with specialized vehicles and equipment valued at $5+ Billion for 170 military organizations.
• Oversaw Mobile Utilities Support Equipment (MUSE) mission, providing portable diesel engine-driven generators, substations and switchgear for emergency utility shortcomings at military installations.  MUSE equipment included 420 kW diesel-driven electrical generators and 1500 kVA to 5000 kVA electrical substations.

Executive Officer / Chief Operating Officer

US Marine Corps

•	Spearheaded $5 Billion in new construction for over 150 capital improvement projects to add 4500 military personnel. 
•	Led 160 employees in asset management of $4 Billion physical plant for an installation with 70,000 personnel with 3800 facilities and 17 million square feet of facilities on 125,000 acres and 18 separate campuses. 
•	Oversaw a $1 Billion barracks construction program that established “Best of Breed” standard for barracks, providing over 5,000 units. Asset manager for 20,000 living units. 
•	Chaired technical evaluation board for 8000 multifamily houses valued at $800M.
•	Supported planning and site development for a $450M / 500,000 square feet new hospital.

Construction Project Executive 

• Directed 75 contract managers in executing $4 Billion in facilities contracts annually. 
• Chaired $500M global contingency construction contract for worldwide humanitarian and military construction contingency projects.

Deputy Acquisition Director / Contracts Manager

Naval Support Activity Norfolk / Public Works Center Norfolk

•	Directed $3 Billion in project management through all phases of the project cycle including planning, engineering, contracting, construction, and maintenance for ten high ranking executive military commands.  
•	Supervised 45 facilities management personnel.  Named Public Works Center Military Engineer of the Year.

Operations Director / Asset Manager

Naval Ordnance Station Louisville

• Directed Base Realignment and Closure (BRAC) decommissioning and environmental cleanup for two industrial manufacturing facilities with $500M physical plant value.

Executive Director / General Manager / Asset Manager

Naval Air Station Sigonella, Italy

• Developed $700 Million master plan to recapitalize a highly congested, land constrained Navy base.  Focused on reducing maintenance costs while improving energy efficiency.
• Managed engineering and planning for 460 facilities valued at $250 Million.  
• Oversaw a base disaster preparedness drill involving over 100 Italian Air Force and U.S. Navy personnel and helicopter medical evacuation support.  
• Directed operations and maintenance of two water treatment plants, two sewage treatment plants, a central steam plant, high voltage electrical distribution system, vehicle transportation services, and 250 shops maintenance technicians.
• Key contributor to winning Installation Excellence Award for all Navy bases in Europe.

Operations Director / Facilities Manager

Naval Mobile Construction Battalion THREE

As a very young junior officer, led military construction teams of 20 to 80 personnel in planning, and constructing projects in support of global military operations.  
• Led 80 military personnel in deploying to and conducting construction operations on the extremely remote island of Diego Garcia in the British Indian Ocean Territories.  
• Led 20 military personnel in conducting construction operations at a military communications installation in Scotland.

Officer-in-Charge / Construction Unit Commander (Construction Manager)

I'm a Project Management executive with 30 years of domestic and international P&L experience in contracts management, business management, pre-construction, and construction leadership for major capital projects. 

I have been part of leadership teams that delivered $15B in upstream oil and gas, industrial, and commercial projects where I led multidisciplined matrix organizations with up to 800 employees. 
- Well versed at spearheading contracting strategies, engineering, and execution planning of large-scale, complex oil and gas projects. 
- My unique advantage is ability to leverage a large range of skills in project management, planning, development, construction, real estate partnering, contracting, and executive leadership backed up by depth and breadth of experience – including roles in construction execution, project strategy, pre-construction planning, contracts management, engineering, procurement, construction, and business management. 
- My experience covers roles in upstream projects as well as greenfield and brownfield onshore facilities. 
- My ability to build team cohesiveness and unity of effort in challenging domestic and international environments that truly sets me apart. 
- Demonstrated performance in business decision-making, organizational development, and financial discipline while operating equally well on construction sites and in the project office.

Career highlights:
▶️ Strategic execution and planning of large scale, multi-billion dollar mega construction projects. 
▶️ Delivered over 150 projects valued at $15B. 
▶️ COO of 500 employee engineering projects company
▶️ COO of 800 employee engineering and logistics company
▶️ Project Executive of a fast-tracked $5B construction portfolio 
▶️ Project Executive of a $1.5B multifamily housing development 
▶️ Asset Manager of a $5B real estate facilities portfolio 
▶️ Business Manager of a $2B infrastructure and pipeline portfolio  
▶️ Contracts Executive of a $13B LNG gas project 
▶️ Former Navy Captain (O-6)
▶️ Earned 3 Master's degrees 
▶️ Licensed Professional Engineer
▶️ Certified Federal Contracts Manager 
▶️ Extensive international construction experience with assignments in 10 countries

taplio

The Battle

🔷 Sandhya Seshadri 🔷

MARSHALL SYKES

Followers

Posts

Engagements

Likes

Performance Score🔷 Sandhya Seshadri 🔷's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

🔷 Sandhya Seshadri 🔷

MARSHALL SYKES

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}🔷 Sandhya Seshadri 🔷's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance Score🔷 Sandhya Seshadri 🔷's LinkedIn Performance