Responsible for delivery of more than $500M in annual capital spend on industrial, medical and workplace asset types across more than 800 initiatives and >21M sf. Lead cross-functional projects and programs end-to-end using a formal process. Ensure all functions remain on schedule and issues are appropriately escalated and resolved. Create partnerships with key internal and external consultants and vendors to drive value and improve consistency of delivery.• Strategically plan return to office workplace post-pandemic.• Implemented a Workplace Performance initiative to connect the evidence-based utilization of space with its configuration at scale.• Partnered with HR Workforce Analytics to reconsider what is a Workplace in a Distribution Center environment to move beyond the ancillary office and positively impact employee retention.• Lead the only project in the country currently pursuing both LEED and WELL Platinum, receiving a second-place “People’s Choice” Award for a new 418,000 SF office building in Columbus, OH.• Established standardized kit-of-parts approach which supports a master-services-agreement (MSA) model for key partners.• Developed strategy to align project budgets, invoice details and cost accounting, facilitating cost segregation, reducing federal income tax exposure and increasing after-tax cash flow • Delivered first Future Workplace 170ksf office project for McKesson as documented in Fortune – This is the Future: Workplaces that Make You Healthier (July 2016) and RichmondMag – Great Places to Work (March 2017) - project also achieved LEED Gold and pursuing first WELL certified workplace for McKesson globally• As Senior Leader, collaborated to develop CRE operating model, organizational structure, process and technology improvements resulted in a Real Estate organization that is as much as 20% more efficient (managed spend/FTE) than its industry peers (2016)

Established and led in-house project delivery team along with outsourced variable team. Directly accountable for all aspects of real estate development, incentives, transactions, capital markets, design and construction for approximately 50-80 projects and $100M - $150M of capital spend per year. Established and maintained relationships with key national business partners to enhance cost savings and quality of delivery. • Delivered an average of $24M in new incentives packages each year (tax deferrals, incentives) representing a 140% increase over prior 3-year period (2010-2012)• Led negotiation team for complex deal structures for both leased and owned large industrial facilities ranging from 300ksf – 450ksf and deal values of $35M+• Direct reports included PMO and PJM service lines• Established service line metrics, benchmarking and cross-functional standards for industrial developments including MHE, Security and IT• Established processes for delivery of projects in alignment with corporate requirements

Led and managed a dedicated and variable team of as many as 16 project managers across North America. Responsibility for all aspects of design, schedule, budget and construction for approximately 30 - 50 projects and $50M - $150M of construction per year. Focused on improving service, quality and exceeding customer expectations. Led multiple efforts to revise, refine and document process improvements and playbooks.• Led cross-functional projects and programs end-to-end using a formal PMO process • Managed and track all aspects/details of the design, schedule, budget, and construction• Managed development projects from the ground up and ensured culture ideals are maintained and exemplified in the workspace

SENIOR VICE PRESIDENT (2006 - 2012)Promoted through multiple roles of increasing authority to helm strategic planning and customer relations driving effective project delivery. Liaise with customers to understand need, evaluate business processes, and build value-added propositions targeting increased facility and property value through improvements to the business. • Accountable for client relations and single point of contact end to end• Managed contract negotiations and legal matters• Sourced and selected contractors with the necessary design, construction, and specialty skills • Managed teams of up to 7 internal personnel and 30+ subcontractors and consultantsVICE PRESIDENT (2000 - 2006)Oversaw project planning and customer relationship management for delivery of major construction and redevelopment projects. Cooperated with clients to define their goals and create viable action plans for project delivery, including driving value-added solutions. Recruited and managed personnel. Directed project workflows and negotiations. Actively pursued new business. **Other positions with McCaffrey development include Project Manager (1998-2000) and Site Superintendent-Assistant Project Manager (1994-1998)