Building a new Real Estate Investment company together with some former colleagues. Identifying and raising capital to invest in Medical Office Buildings (MOBs) with a primary focus on acquiring physician (Provider) owned MOB's. Actively seeking fund investors and acquisition targets.

Highly experienced CFO and CIO with ability to lead organizations, develop high functioning teams, and coach people for succession planning. Track record of raising capital through all economic cycles, including public market executions of equity, debt and hybrid securities, joint ventures, private equity, and bank debt. Often called upon as a business partner, advisor, and strategist. Currently looking for CFO or CIO opportunities; open to consulting projects. Please contact me through LinkedIn or email at Bob@Obriencle.com

Senior Financial Executive and Company Officer with full responsibility for the planning and leadership of finance, capital markets, accounting, tax, investor relations, treasury, and internal audit. Responsible for development, structuring and execution of company capital strategy. Chair and lead executive of the Investment Committee which evaluates and approves all new investments and divestments. Presented quarterly to the Board of Directors on strategy, financial performance, and market and investor sentiment. Member of the Audit Committee. Led 5 direct reports and a total staff of 120.• Actively engaged and influenced the Board of Directors during significant transformational change. Refined strategy, responded to investor feedback, and managed activist shareholders.• Key executive with CEO that reviewed strategic alternatives resulting in company sale to Brookfield in Dec. 2018.• Partnered with CEO on all Investor Relations. • Led transformation from a broadly diversified, high leverage development and operating company to a focused, modestly leveraged operating REIT: Converted company from a “C” Corporation to a REIT in 2017. Concentrated focus from 7+ products to 2 (Apartments & Office) REIT. Drove reduction in leverage from 13+X Net Debt / EBITDA to less than 7X. Created first unencumbered asset pool generating $30+ million of NOI. Improved operating margins from 48% to 57+%. Lowered development ratio from 12+% to less than 7%.• Stewarded Company during recession including a major recapitalization of the entire balance sheet.• Led creation of strategic capital partnerships raising $1+ billion of equity capital. • Raised $500+ million of common and convertible preferred equity in the public capital markets.• Executed a series of debt for equity exchanges, converting $750+ million of near-term debt maturities into common equity.• Developed capable financial leadership team for succession planning.

Promoted to newly created corporate role responsible for transforming a decentralized and entrepreneurial organization with 3 business units (Residential, Commercial, and New York) to an aligned overall corporate strategy. Directed Strategic Planning, Investment Committee and Capital Markets. Led a corporate team of 5 with dotted line responsibility for business unit finance teams.• Partnered with Corporate and SBU’s to lead development and execution of the strategic planning process. Defined core markets and core products to align with strategy. Influenced SBU leaders to align on an overarching corporate capital strategy resulting in a lower cost of capital and increased capital capacity.• Established Investment Committee to oversee all major capital investments. Collaboratively assessed new investment opportunities and allocated Corporate and Business Unit resources.  Determined common KPIs utilized in evaluating new investment opportunities. • Collaborated with SBU financial teams coordinating and optimizing all capital markets activity – public and private equity capital, public and private debt offerings, corporate revolving credit facility.• Key leadership role in raising the first equity offering since company went public in 1961, raising $100 million.• Lead executive driving first public debt offering, obtaining credit agency (Moody’s/S&P) ratings and raising $200+ million.• Grew the business from $3 billion in assets to $10+ billion.

Directed the new project financing and re-financing of commercial real estate portfolio. Developed and maintained strong relationships with numerous sources of mortgage capital, including commercial banks, life insurance companies, pension funds and advisors, investment banks and CMBS origination platforms. Led 4 direct reports and a total staff of 10. Reported to the Board on aggregate mortgage debt exposure, maturities, variable and fixed rate debt exposures. • Managed project-based debt and equity capital needs minimizing total cost of capital both at the asset level and corporate level. • Actively monitored and hedged all of Forest City’s floating rate debt exposure.• Reduced interested rate risk from 75% floating to 75% fixed.• Grew relationships with new sources of fixed rate capital raising over $3 billion.