Leads a team of talented individuals to deliver integrated, multi-disciplined real estate services to clients globally in the financial services industry. Specializes in transformational and collaborative client partnerships that bring to life best-in-class workplace practices, develop engaged and passionate top talent teams, and create focused real estate strategies that align with his client’s goals. Our expertise includes Facility & Property Management, Project & Construction Management, Transactions, Occupancy Planning, Capital Planning, Lease Administration, Sourcing, and Technology. My leadership focuses on change management, data & analytics, client relationships, attracting/retaining great talent, and precise goal setting.

With over two decades of experience, SOLID® Surface Care, Inc. is the nation’s largest self-performing facility care company. The SOLID team, ~500 FTE, is responsible for maintaining over 700 million square feet of commercial flooring annually.Oversaw daily business and administrative operations and improved operating procedures for optimal efficiency. Provided direct leadership over finance, sales, operations, HR, and technology. Led and motivated staff to achieve sales and organizational objectives. Directed the recruitment process to attract the best candidates and reduce employee turnover. Mentored and inspired employees to align with management's vision. Established policies that improve and promote company vision and culture.

At Colliers, I led teams that provide best-in-class services to clients worldwide, including portfolio strategy, transaction management, project management, lease administration, consulting and innovation, facilities management, and technology solutions.Serving multiple verticals - Technology, Engineering, Media, Healthcare, Manufacturing, Defense & Security, etc. Our focus is execution, efficiency, and service. I leveraged Market Expertise, In-depth Experience, Governance and Communication Cadence, Service Level Agreements, Key Performance Indicators, and other business tools and practices to align with our Client's business objectives.In turn, our Clients are more strategic, having the key resources to better maximize their portfolio performance, minimize overall costs, and leverage the workplace as an attraction and retention tool.

Executive partner to multiple lines of business across Atrium Health, having lead teams acting as primary strategic relationship manager for real estate, security, parking management, and facility management; aligning planning, delivery, and management with the business's and our patients' needs. In addition, current responsibilities include direct leadership for the real estate departments of a ~18.5M square feet of owned/leased medical & general office portfolio (470 buildings), including Planning, Space Management, Transactions, Development, and Lease Administration. Manage the creation and execution of an annual $100M operating budget and $200M in deal flow. Led internal staff of ~20 & outsourced staff of ~10.- Selected as Co-Chair of the Men's Diversity Leadership Network Professional Development/Mentoring Committee

Executive partner to multiple lines of business across Atrium Health, leading teams acting as primary strategic relationship manager for project/construction management, real estate, security, food & nutrition, facility management, aligning planning, delivery, and management with the needs of the business and our patients. In addition, responsibilities include direct leadership for the real estate and security departments of a ~18.5M square feet of owned/leased medical & general office portfolio (470 buildings), including Planning, Space Management, Transactions, Development, Lease Administration, Security, and Parking Management functions. Managed the creation and execution of an annual $131M operating budget, $80M in deal flow, $6M capital budget. Lead internal staff of ~320 & outsourced staff of ~20.- Achieved $2.2M in 2016 annual cost savings via various approaches such as reduction in rental rates/occupancy expenses, attainment of tenant improvement allowances, rent abatement, land sales, reduction in real estate taxes, and space reduction.- Created second annual Real Estate Strategic Space Assessment, which developed new metrics that integrated 650 locations and their operational data; survey provided data and facts to potentially gain approval for incremental 600K SF, $270M Capital, $185M Expense.- Executive Sponsor for UNIDOS, the Latino/Hispanic System Resource Group at Atrium Health. Teammates and allies, with a connection, an affinity or an interest in making a positive difference in the work lives of Latino teammates and the community we serve.

Executive partner to multiple lines of business across 3rd largest health care system and 2nd biggest non-profit system in the US. Acting as primary strategic relationship manager for project/construction management, real estate, security, food & nutrition, and facility management, aligning planning, delivery and management with the needs of the business and our patients. In addition, directly accountable for the real estate strategic planning, development, transactions and lease administration for medical acute care, medical office and commercial office for entire system, an affiliation of 40 hospitals, 400 locations, 13.5 million square feet in the Southeast. Manage the creation and execution of an annual $87M in deal flow, $6M capital budget. Lead internal staff of 19 and outsourced staff of 12.- Achieved $1.1M in 2015 and $3.5M in 2014 annual cost savings via various approaches such as reduction in rental rates/occupancy expenses, attainment of tenant improvement allowances, rent abatement, land sales, and space reduction.

Direct corporate real estate department of a ~10.7M square feet of owned/leased medical & general office portfolio (~358 facilities, 90% of entire enterprise) including Property Management, Engineering, Transactions, Lease Administration, Property Accounting, Residential Housing, and Parking Management functions. Manage the creation and execution of the $131M operating budget, $4M capital budget.- Achieved $1.5 million in 2013 annual cost saving via various approaches such as reduction of rental rates, attainment of tenant improvement allowances, rent abatement, process improvements leading to reduction of man hours, and energy savings.

Managed a Vendor Management team responsible for ~200 very complex and high impact vendors with an annual spend of over $1 billion within our facilities. Responsible for ensuring the bank receives the value we require with vendors we do business with. This position interacts with internal bank clients and the vendor to enforce compliance with contract terms, monitor performance and develop a relationship this is beneficial to both the bank and the vendor.

Responsible for day-to-day management of 9MM SF portfolio including 2.5MM of third party tenants, supporting >20,000 associates, teaming with all functional operations (facilities, management, project management and transaction management) to achieve Workplace goals. Manage the creation and execution of the $240MM operating budget, $22MM capital budget. Provide risk management, governance and control over the services provided by major regional vendors. Maintains high level client relationships with senior executives with broad regional responsibility. Has a team of 4 direct reports, as well as 45 outsourced associates. Accomplishments:- Led Nationwide Cost Reduction Program for Corporate Workplace Property Management that resulted in $6.9 million in annual cost reduction, included savings in work orders, vacant space utilities, warehouse storage, landscaping, repairs/maintenance and vendor discounts.- Recipient of Duke Energy 2011 Power Partner Award for reducing electricity cost by 18% in office buildings.- Reduced Portfolio square footage thru lease contractions & sub leases YE 2011 by 206,000 SF, valued at $7 million cost reduction.- Reduced Portfolio square footage thru lease contractions & sub leases YE 2010 by 357,321 SF, valued at $14.3 million cost reduction.- 1 Bank of America Center - Opened new LEED Gold 30 story Office Tower on time and on budget – March 2010. Achieve LEED EB for 2 buildings in 2010, 4 buildings in 2011.- Achieved 97% Client Satisfaction on all Work Orders, exceed goal by 10%, and #1 Region in the Country

Provide leadership and end-to-end accountability for real estate construction projects for the Southeast and Mid-Atlantic regions. Manage indirectly a 50 person staff of Facility Partner Project Managers and directly a 4 person staff of Bank of America project managers in a 23 million square foot portfolio. In 2009 we completed ~278 construction projects with a budget of ~$150 million with a strong emphasis on LEED certifications. Accomplishments:- Average 75% of all Projects Completed on Time and On Budget- Charlotte Chamber Campaign Team Captain of the Year – 2008- Selected for Bank of America Steering Committee Member for Emerging Leaders Program- Promoted to Senior Vice President, Change Management Executive

Fully dedicated to improving Corporate Workplace (CW) and Engineering Services (ES) business performance by utilizing sound process improvement models and techniques. Primary focus is to improve CW Mobile Maintenance process. Utilize the Six Sigma DMAIC process to manage design or redesign projects; integrate best practices with process design initiatives; work closely with clients to map processes and identify alternatives; develop implementation plans and work with clients to define scope of projects. Also serve as a coach to teammates on Six Sigma methodology. Proficient in business redesign concepts and strategic planning techniques. Serve as Site Uptime Institute Network Principle representing Bank of America for all activities. Accomplishments:- Received Bank of America Spirit Award of Excellence – Rewarded for producing results as a leader and recognized for being placed in the top 1% of all associates (50,000) in the division- Lead the Reduction of HQ Critical Facilities Incidents by 68%- Lead the Facility Partner Transition of the BofA Central Region (12.8 million SF)- Lead the Nationwide Facility Partner In-Sourcing Initiative (20 FTE)- Lead the Completion of the Occupancy Cost Reduction Initiative ($1 million per year)- Lead the Certification of Two Core Processes to Enhance Performance- #2 Volunteer Producer ($450,000) , Inducted to Wall of Fame, Charlotte Chamber Of Commerce Membership Campaign- Elected Chair of the Charlotte Chamber Diversity Business Council

Fully dedicated to improving Corporate Workplace & Security business performance by utilizing sound process improvement models and techniques. Utilize the Six Sigma DMAIC process to manage design or redesign projects; integrate best practices with process design initiatives; work closely with clients to map processes and identify alternatives; develop implementation plans and work with clients to define scope of projects. Also serve as a coach to clients on Six Sigma methodology. Proficient in business redesign concepts and strategic planning techniques. Accomplishments:- Facilitated The Drafting Of The 2005 Nationwide Corporate Workplace Strategic Plan- Supported The Bank Of America 2004 Political Action Committee Campaign As A Corporate Workplace Team Leader And Helped Achieve Total Pledges Amounting To More Than $11,300 (306% Of Goal)- # 2 Volunteer Producer ($400,000), Charlotte Chamber Of Commerce Membership Campaign- Received Six Sigma Green Belt Certification- Elected Co-Chair Of BofA Hispanic Organization for Leadership Advancement Events Committee- Achieved Helixplan Facilitation Certification

Responsible for overseeing property and project management functions of 2.04million square feet of Bank of America owned and leased office space in Center City Charlotte (World Headquarters). Portfolio's 2004 operating budget was $28,600,000. This includes Bank of America occupied space, owned office space leased to 3rd parties, and various pockets owned retail space. Oversee the day-to-day operations, service levels and capital/expense budgets of the property and project management companies under contract to provide these services for owned facilities. Relationship manager to the property management companies providing these services in our leased facilities to ensure client satisfaction service levels are maintained and financial pass-through(s) are validated. Also responsible for critical facilities of the entire 7.5 million square ft. portfolio: management of all server-room environments, emergency management (business continuity), light maintenance, and security enhancements. Accomplishments:- Completed Security Enhancement Project which secured all Bank of America Space in Charlotte after the 9/11 Incident within 60 days- Received Customer’s Experience Leadership Award For Community Service- Received International Office Building Of The Year Award For IJL Financial Center- Received Customer’s Experience Leadership Award For Recycling Efforts- Planned And Facilitated Leadership Retreat For CRE HQ Team- Completed New Property Management Contracts For Entire Portfolio- Received Bank Of America Spirit Celebration Award For Charlotte Chamber Leadership- Received Spirit Award For Year-To-Date HQ Client Impact Incidents Reduction by 70%- Revised HQ’s Plan (Budget) Process That Reduced Total Man Hours Spent By 25%

The new Bank of America, created by the merger of NationsBank and BankAmerica, implemented its national brand change out -- the largest corporate brand change in history. All in all more than 45,000 signs across the nation changed to the company's expanded name and new logo. Had responsibility for the interior signage conversion of all Bank of America facilities nationwide. This includes the re-merchandizing of Banking Centers and In-stores, the installation of new banking center vinyls & Non-Account Holder Signs, the installation of interior signage in all facilities & the conversion of sponsorships signs nationwide. Also was responsible for managing 10 employees nationwide, 5 vendor relationships, and an operating budget of $20 million. Accomplishments:- The Successful Conversion Of 19 States, Including The Installation Of Approximately 19,000 Signs On Time- Re-Forecasted Original $10 Million Budget & Discovered Additional Costs Of $10 Million Previously Unbudgeted - Nurtured & Developed A Small Midwestern Sign Company Into A Major Supplier Of Signs For Bank Of America- Committed To & Attained A Goal To Spend 50% Of The Operational Budget With Minority Companies- Received Recognition Award For Successful CA Rollout From Executive Mgt. Team- Received Recognition Award For Successful FL Rollout From Executive Mgt. Team

Managed interior upfits including design, construction, renovation, furniture, and technology installation of owned and leased space for Corporate Headquarters Region. The department supported 10,000 associates, 5.1 million square feet of space, an annualized churn rate of 71%, and an annual capital budget of $100 million. Responsibilities require understanding of client's functional business requirements to ensure space supports business unit needs and corporate objects. Oversee Facility Partner to maintain adherence to project objectives, timelines, and budgets. Also plan for the strategic use of the corporation's space to better facilitate business unit functions.

Responsible for the management of all real estate related activities involving the Chase Federal Bank and Intercontinental Bank Mergers in Florida. Managed the design and construction of 9 ATM's, 11 renovation projects, and 35 sign removals/installations for 39 facilities in a 9-month period. Total project cost equaled $3.8 million dollars. Duties also included providing direction and support in the areas of acquisition & disposition of all owned and leased buildings, write-offs, purchase accounting, furniture liquidation, and security of all facilities involved in the merger. Recieved numerous Florida Transition Team Weekly Managers Meeting Recognition Awards.

Effectively supported the entire Real Estate Department in meeting their strategic goals and objectives by providing professional and specialized skills in project management and business problem solving. Projects include the creation of the procedures manual for nationwide operations department and tracking all vacant space owned by the corporation.