Tualatin LLC is an Investment with Real Estate Holdings and investments in eight States. It invests in small stakes of Private $10 to $300 million Dollar Real Estate projects. Current holdings include stakes in Shopping Centers in 5 states, stakes in FL and ATL Hotels, stakes in Office Buildings (Atlanta Financial Center and Star Metal Offices in Atlanta, The Nielsen Building in Chicago, and The Morgan Stanley Tower in St. Pete), stakes in various Medical Offices/Dialysis Centers/Treatment Centers in Dallas, a stake in a Nursing Home, stakes in Student Housing developments being completed at LSU and WSU, and stakes in various Class A Apartment Communities in top Texas markets. Tualatin LLC originates and trades in 1st lien Asset Backed Residential and Commercial Loans, primarily with international Investors seeking an American based resource for Capital. Tualatin LLC continues to hold a small "Legacy" Portfolio of Condominiums in various parts of Atlanta including Old 4th Ward, Midtown, and Gwinnett County. Dozens of Private Commercial Projects are reviewed monthly. Those with exciting opportunities are encouraged to submit their offering with full terms.In addition to Commercial Investing, I run a successful Residential and Commercial Real Estate Brokerage Firm: ATL Condo Deals (Facebook.com/ATLCondoDeals). Since 2011 it has helped Buyers, Sellers and Investors transact over $50 Million in sales volume. I enjoy enlightening others to the numerous advantages and potential pitfalls of Real Estate Investing.

Since 2010 ATL Condo Deals, started organically from scratch, has brokered over $40 Million dollars of Residential and Commercial Real Estate. Predominantly Condos and Intown spaces. Individuals and Investing Entities have liked dealing with someone with "skin in the game" and a genuine sense of the market dynamics.

Historically I consulted on Retail and Wholesale Brand, Trend and Inventory Analysis at Consultant for Institutional Money Managers and Hedge Funds. Currently I entertain calls and discussions on the Commercial and Residential Real Estate landscape. Topics include demand and supply analysis, technological game-changers, as well as the trend of smaller, more urban, subdivided, or multi facetted, commercial or residential spaces.

Men's Streetwear, Contemporary and Premium Denim vol.=$25 millionRecruited to implement the assortment of better brands, and offerings in an initial company-wide quest to move up market. These offerings augmented the legacy Urbanwear business for the 106 store chain. Increased departmental Markup 350 basis points while maintaining Gross Margins in excess of 50%, exceeding that of total Sportswear.Managed a Merchandise Planner as well as an Assistant Buyer to work as a team towards measurable analytics through teamwork, meetings and open dialogue. Focused on the company Urban vs. Traditional strategy while also tailoring needs based upon each store's particular demographics. Worked closely with district and store managers to understand and tailor their needs by store.

The Assortment Planner on a team that bought Men's National Brand Classification Sportswear and Golf. In this $180 million dollar position, I was charged with implimenting valid assortments by both region and climate for our 1100 stores nationwide. Additionally, I was the point person within our team for all planning by program and item. I did this by working closely with both our internal touchpoints, along side our vendor partners.

Men's Footwear, Outerwear and Furnishings, January 2003 - May 2007 vol.=$36 million Collaborated with many big-name branded vendors, while working closely with the organization's Planning, Promotions and Store teams. Added responsibilities: June 2005, Men's Outerwear; March 2006 Men's Footwear Upgraded private label programs and branded vendor structure to further differentiate (upgrade) from other mainstream, moderate department stores. Appointed to be pilot Men's Buying office to launch i2's Assortment Planning Tool within our GMM's silo. Consistently met monthly margin and stock plans with proper forecasting and partnership with our vendor partners. Managed two Assistant Buyers and was the pyramid head of the Buying team which included one Planner and two Allocators. This was the largest office at the time of my departure. Managed the split of 32 under performing, outlying market doors by negotiating special deals, margin agreements and RTVs that best suited Lord & Taylor's revised core store structure. Selected as Instructor of Report Utilization course for all incoming Executive Training classes.

Managed footwear sales plans and promotional builds by working closely with Buyers, Vendors, Merchandise Analysts (managed two), and senior management to drive National Sales Event results above plan. Added Hard Goods and Frames in September 2002.

Promoted to Buyer within 3 years, skipping the Associate Buyer title.Offered the sole Buyer Transfer to Lord and Taylor in New York when May Company shuttered these Buying Offices.Increased sales over plan by remaining within stock plan, managing one Assistant Buyer, working closely with DMM, vendors and Replenishment Analysts to carry cleaner assortments and maintain accurate replenishment stocks to better represent these businesses sales dynamics.