• Forecasting: Assembled executive management team input and assessed current year performance, market data and client sentiment to create annual business unit forecasts. This provided better milestone visibility and business unit accountability.• Management Reporting: Created monthly executive reports providing critical information on credit risk and exposure. This resulted in a 10 percent reduction of revenue loss due to unforeseen credit constraints.• Customer Development: Led team efforts to conduct customer reviews with existing customer base. These consultative selling opportunities resulted in the highest and most diverse business unit revenue stream over the previous five years.• Sales Budgets & Projections: Led the initiative to increase pricing across targeted accounts and account types. This enabled our group to realize margin gains of 40-60% without sacrificing customer satisfaction or experiencing customer loss. • Process Improvement: Worked with internal staff and external clients to assess current AR processes and procedures. This coordination with all stakeholders and re-alignment of process flow resulted in a three-fold reduction in overdue AR and a new standard for acceptable client account balances.• Business Consultant: Brought prior experience to the executive management team to introduce strategic change in the areas of internal accounting as well as innovation in technology. This allowed managers and salespeople to have more dynamic and timely information for decision-making and team focus.

• Modeling: Performed modeling analysis of two real estate portfolios with over 225 assets totaling $12 Billion utilizing Argus Asset Management, Microsoft SQL and Microsoft Excel. By simplifying and innovating the process, the overall time required was reduced by thirty percent, allowing for additional activities and client projects.• Financial Statements & Reports: Produced client period-end reports and letters summarizing portfolio and asset performance. Providing timely and accurate client reporting fostered a new level of confidence resulting in direct interaction with the client’s external auditors on matters related to reported metrics and trends.• Variance Analysis: Evaluated new client multi-asset portfolio data for consistency and variance standards prior to inclusion in a 6,500-asset benchmarking database. This enhanced the firm’s ability to dominate its market segment.• Ad Hoc Analysis & Reporting: Designed ad hoc reports in continued support of management and portfolio investors. Releasing new and different presentations of performance data provided management with expanded views of their assets and allocations for more timely and informed decision making.• Budgets & Projections: Consulted with client teams to ensure that following year budgeting was within established parameters. Reviewed and approved both Capex and Operating expense budgeting.

• Financial Modeling: Managed the daily valuation and financial modeling activities of a $2.1 billion institutional real estate account comprised of Class A assets throughout the eastern United States. Working closely with the client team to identify process bottlenecks resulted in faster turnaround of daily valuation issues.• Expense Analysis: Led the initiative to consolidate the practice’s valuation software, resulting in annual licensing savings of fifty percent. Directed senior partner-level discussions on timelines and end-user requirements.• Business Consultant: Served as liaison/project manager for various practice-specific in-house IT projects. Acting as an interface between business users and IT staff resulted in reduced project delivery time as well as finished projects more closely aligned with user and firm expectations. • Change Management: Created and conducted multi-location training for a migration to centralized internal real estate valuation software. Developed in-house, this training substantially reduced implementation costs for the platform migration. This approach also served to re-orient much of the workflow to a team-based focus, allowing for substantially more collaboration and efficient allocation of resources.

• Forecasting: Reduced annual IT costs by thirty percent as a result of establishing comprehensive annual budgets and detailed analyses of IT spending trends. This allowed for more detailed forecasting of IT expenses at the corporate level and empowered project managers to better manage and budget IT-related costs during the project’s lifetime.• Management: Managed all IT support and innovation nationally across three regional offices and more than thirty concurrent jobsites. As a result, the company was able to project a more uniform approach to workflow, brand management and normalized expectations for cost/benefit of IT expenditures and initiatives.• Reporting: Developed new accounting system interfaces to support and verify accounting data using Crystal Reports. This additionally involved the creation or modification of internal reports to enhance project accounting and job cost data. These efforts provided accounting staff as well as project management post-migration confidence in the new accounting platform as well as an increased ability to look at results with greater depth.• Training: Designed and conducted training for internal and external clients in conjunction with the release of new software and strategic initiatives. Leading in-house training efforts reduced rollout costs and allowed for broader, more inclusive training of staff.

• Budget Analysis: Led staff efforts to analyze expenditures against budgets for Enron's $100 million SAP software rollout. Providing upper management with this initial analysis led to cost savings associated with the identification of double vendor payments and other misallocated project costs.• Financial Reporting: Classified expenses and designed reports related to $40 million in historical implementation costs as well as $4 million in monthly forecasted project expenditures. This provided management its first look at project spending trends and facilitated the expansion of the project scope to meet additional needs.• Training and Documentation: Worked with subject matter experts and SAP programmers to write user procedures and process documentation to support Enron’s SAP rollout. Working alongside the external SAP team allowed me to design user procedures with accurate content while providing greater business-unit context for use within Enron.