Vision Statement

  • We are committed to providing safety leadership and services in support of clients who strive for organizational excellence.

  • We are committed to developing and maintaining close, long-term relationships with our clients.

  • We are committed to the belief that safety is an integral part of the way an organization performs their work.

  • We are committed to fostering an actively caring relationship with all our stakeholders.

As a Safety Coach my job is to…

  • Help you identify safety improvement goals and help your organization to achieve those goals.

  • Really listen to your aspirations and your concerns so that your safety program integrates with your overall performance improvement effort.

  • Help you stay abreast of regulatory compliance issues as well as providing guidance about innovations in means and methods relating to safety, health, and the environment.

  • Be a safety resource to supervisors at all levels of your organization.

These are our Fundamental Beliefs About Safety

Since our aim is to eliminate injury-producing incidents in the workplace, our safety & health program is based on these fundamental beliefs about any organization that has achieved safety excellence:

  • Top management is committed to excellence in safety

  • Safety is a value, which means that no priority justifies risking an injury-producing outcome

  • Employees at all levels of the organization are involved in achieving safety excellence

  • Line supervisors at all levels are responsible and accountable for safety

  • An essential element in our developing safety excellence is education and training

Robert L. Varnon, Jr., FAIC CSP CPC
Integrated Safety Services, L.L.C.
2377 Roanoke Court / Lake Mary, FL 32746 / (407) 679-6437
E-mail: rvarnon@integratedsafetyservices.net


Risk Management / Safety Management / Financial Management / Administrative Services

Extensive leadership experience in construction operations, risk management, project management, safety management, financial management, and administration. Demonstrated a proactive team approach to continuously improve organizational effectiveness. As a project manager/estimator I recommended and then implemented the computerization of our accounting system. Then, later as a controller, I accepted the challenge to be the manager responsible for completing a large, complex civil construction project. As CFO I was also supervising and directly involved in CPM scheduling. Then I was re-assigned and given the challenge to be responsible for risk management and safety for the parent organization, including all subsidiaries.


  • Planning and Organization

Planned and implemented a company-wide safety initiative including a supervisor accountability system, five regional safety improvement teams, and an executive safety steering committee. Then, conducted a Safety Perception Survey to obtain a baseline assessment of the safety culture. In three years worker compensation claims were dramatically decreased, our WC EMR dropped 32%, and by April 2003, five of our nine locations had achieved more than one year without a lost-time accident.

  • Resourceful/Technical Knowledge

Prepared specific job-by-job cash flow projections that enabled us to maximize the effective utilization of our large cash balances. We were able to further use this to our advantage by arranging mid-month billing cycles on at least one large project. The effect of this strategy was to reduce the fluctuation of the peaks and valleys of our cash position.

Project manager for a completely cost-loaded CPM scheduled project containing more than 2,000 activities. The effect of this was that our pay request was automatically approved each time the project schedule was approved. This was accomplished in 1988 on an IBM PC/XT with only a 10-MB hard-drive.

Responsible for CPM scheduling of the Meter Eater Park & Play Garage in Orlando, FL that was also completely cost-loaded. We successfully completed this project four months ahead of schedule and received rave reviews from the owner for our excellent project administration.

Utilized McDonnell Automation’s MSCS CPM scheduling program to demonstrate its usefulness in improving project scheduling. We were able to shorten construction schedule by one month and reduce project supervision costs by 17 percent.

  • Effective Communicator

Speaker at educational seminars on management, accounting, and safety topics for several organizations including National AGC, Ohio AGC, AIC, Florida Safety Council, and others.

  • Initiative

Recommended and implemented completely integrated construction accounting and information system. The system facilitated a reduction in the administrative staff by 33 percent during the same time our business activity doubled.

  • Public Relations/Consulting

Represented AGC’s Tax & Fiscal Affairs Committee during hearings involving a revision of the Audit Guide for Construction Contractors.


Integrated Safety Services, L.L.C., Lake Mary, FL
Director (2003 - present)

Safety consultant providing safety coaching for selected construction clients. Provide consultations and training services to promote supervisor accountability and the development of a proactive safety culture.

C. J. Langenfelder and Son, Inc., Baltimore, MD
Director of Safety & Risk Management (1999 - 2003)

Responsible for risk management and leading safety culture initiative at multi-state heavy construction and industrial services company with approx. 400 employees. Championed team approach to accident prevention, accident investigation, and claims management.

DCC Constructors Inc., Longwood, FL
VP & Treasurer (1989 - 1999)

Chief financial officer of large general open shop building contracting company. Responsible for accounting, finance, and administration including risk management, safety, and information technology. (C. J. Langenfelder & Son, Inc. acquired DCC Constructors in 1990.)

Monitor Construction Company, Tampa, FL
Controller (1986 - 1989)

Chief financial officer for multi-state general building construction company. Also, project manager for large project at Walt Disney World known as “Typhoon Lagoon.”

Dunbar Construction Company, Cleveland, OH
Corporate Officer (1973 - 1986)

Responsibilities included cost engineering, estimating, project management, controller, and vice president of general industrial building contractor.


M. S. (Industrial Administration) Purdue University, Krannert Graduate School of Industrial Administration, West Lafayette IN (1971)

B. S. (Electrical Engineering) University of Missouri - Rolla, Rolla MO (1970)

Co-op Engineering Student, McDonnell Douglas Corp. (1965-1970)


Certified Safety Professional (CSP)

Certified Professional Constructor (CPC)

Construction Site Safety Master Trainer (CSSM) Certification by NCCER

Principles of Safety Management (PSM) Certification by Florida Safety Council

Certified Drug Test Administrator (CDTA) Certification by NADFW

Professional Affiliations

Fellow American Institute of Constructors (FAIC)

Professional Member, American Society of Safety Engineers (ASSE)


Qualified OSHA Construction Outreach Program Trainer

Qualified OSHA General Industry Outreach Program Trainer

OSHA 40-hour HAZWOPER Trained

First Aid / CPR Trained

Proficient with various computer software including Microsoft Office Suite; Primavera P3 Scheduling; ACT!; and Novell System Administration.