In 2022 Therealfund made a controlling interest investment in PG Service Group, an Orlando based exterior services firm focused on the multi-family, short-term and large scale community sector. In line with the funds thesis to invest in companies that vertically integrate in to the Real Estate sector while remaining recession resistant, I led the business plan creation and capital injection. PG Service Group has shown tremendous growth potential in the market servicing thousands of doors in the Central Florida corridor.

Our focus at TheRealFund is to develop investment opportunities within the affordable/workforce housing space, catering to Foreign Nationals, and raising the capital to acquire real estate and related companies. I direct business strategy, culture, training and coaching, to ensure objectives are met. During the holding period, I oversee all operations and business activities in coordination with our operating partners and execute the exit strategy to optimize ROI for investors.

While navigating the challenges of COVID-19, I am fortunate to work with an amazing team of business service, sales and marketing, and medical device sales executives. Over the past year, and during one of the most complex times in our lives, JAR Bio's products and services are sterilizing and disinfecting the environments in which we live. As we implement our national sales and marketing strategy, I am thankful for the ownership group’s and national service team members' support and trust in me to advise and facilitate the commercialization of this desperately needed technology and our business vision and mission.Our united goal of promoting market leading disinfection technology, educating the customer, and establishing early adopters is a noble objective. During the second half of 2020, we have enjoyed collaborating with key decision makers, attended the "Together Again" expo in Orlando and have been actively involved in major metros markets throughout the country. Our "whole room disinfection" technology, powered by the Medisystem, supported by high ranking agencies, and our vision to deliver services to a myriad of facilities and industries, in a flexible and affordable way, are creating positive impacts across the communities in which we serve. Our mission is to provide our customers with a reasonable and prudent approach towards disinfection to protect facility occupants in a certifiable way. These include schools, nursing homes, doctor offices, transportation, first responder facilities and the hospitality industry. We have been in direct contact with the Executive team of GBAC, local school districts and community hospitals which support the practical use of the Medisystem. As a firm believer in the eventual creation of new regulations, agencies, and compliance standards we are happy to provide our customers with the services and products that will help them reduce the risk of unnecessary health risks and frivolous lawsuits.

I was brought in by Private Equity Group, SCG Partners, to standardize, centralize and improve operations of eight separate operating entities and create a common brand. Leveraging my industry contacts, I was able to develop new business and gain market share. I managed operations, P&L, revenue growth, profitability oversight, and process improvements for multiple divisions. I led a team of seven direct reports and total staff of 1500, using daily KPI reviews and follow up to keep everyone on track. In addition to managing Key Client communications, I chaired executive meetings, providing strategic communication to local President and Operating Partners.

I spent over 11 years working with Pulte. Pulte was a client during my time at Access Residential, and I was later recruited to join their team to expand operations in North and West Florida. I participated in the acquisition of $200M worth of raw land and over $2B in development and construction. In my first year I developed a plan to build on the great product, brand and customer focused culture at Pulte to unite the best practices of our trade partners and professional service providers. The initial stage was to align the culture of our internal team and trade partners around the concept of multiple brands, but one Pulte way. Through a series of focus groups with our key stakeholders, we identified the critical processes to streamline, and establish best practices. We conducted multi-day training sessions that included “real work” to launch one Pulte way over the course of 12 months. We continued to improve and refine our modus operandi across other aspects of the business through annual off-site discussions and training. We established KPIs for revenue generation, cost cutting and rewarded our best operators including recognition of our most valuable players (a combination of leadership development, proven customer focus, and financial metrics). With everyone pulling in the same direction we improved margins and customer service, with faster visioning and timelines and stronger feasibility studies. We established national preventative litigation measures and SOPs. By implementing all of these changes and establishing a culture of improvement we grew our division to 2nd in the country in revenue.

Despite the economic downturn, I leveraged my previous experience to establish Access Residential, and capture key opportunities for management services in the boutique hotel and residential communities market. By creating a best in class customer service culture, we were able to differentiate our services and grow from 500 units ($2.2M PL Responsibility) to 5,000 ($50M in PL responsibility) in less than five years. In an industry standardized by legal requirements, a customer service approach was very disruptive and our consistent delivery became very attractive to prospective clients looking for a competitive advantage. I established and grew relationships with Fortune 500 national homebuilders and leveraged our team to provide best in class customer service to our mutual customers. In a two-year period, I developed standard operating procedures for critical and non-critical contractual requirements that allowed our team to focus on the customer experience with clear requirements around administrative and financial functions. It was simple, clear, and consistent. The execution of this strategy required the recruitment of top leaders able to communicate our mission and focus to their direct reports. I personally interviewed, hired and on-boarded each key person on our team. As the company grew I identified a location and management team that was producing great results and we began to train and promote managers from within further instilling our culture.

I joined American Invsco, a Chicago-based real estate development firm, in part to help establish the procedures for operating efficiently in the highly regulated environment in Florida. With the focus on Class A Condominiums, I quickly got up to speed on the legal requirements related to condo development and conversions to help the firm navigate these requirements. After one year I was promoted to General Manager where I began to meet with my peer group and build strategies to improve our Florida operations, a process that took us another year. After that I was promoted to Regional Manager, with a $6M P&L to manage and added oversight of the rental division to align goals and provide strategic guidance for projects. During this time, we redeveloped and sold $400M in real estate. As regional manager I created a get it done culture. We went from a very heavy workload as the economy was strong and our projects were selling at a rapid pace, to a very lean team as the recession came on. This get it done mentality was necessary for our projects to thrive in both situations. We had clear operating guidelines that structured our approach to support our customers and our business in the best and worst of times.