Regional Vice President, overseeing the Navy portfolio in California and Nevada, consisting of 12,800 homes, with 3 regional offices, 2 operational warehouses and servicing 26 districts, encompassing 34 neighborhoods.

I provide executive level leadership with full P&L accountability whilst overseeing all operational aspects for a holding company that invests in operating businesses, real estate, and infrastructure assets. One of my key tasks was to oversee the entire Hawaii portfolio containing 7,000+ homes, with four regional offices, two operational warehouses, and servicing 34 neighborhoods. Furthermore, I supervise a total of 260 employees, comprising of regional maintenance director, utilities project manager, marketing coordinator, local IT manager, along with two Directors of operations (Regional Managers) being direct reports. Also, I contribute towards business growth by Identifying and realizing new opportunities. In order to improve residents’ experience and identify lost revenue opportunities, I monitor both move-in and -out processes. I also devise and execute robust business plans to ensure further organizational growth and achieve more profits. Lastly, I achieve promotion to Senior Director of Operations as a result of excellent portfolio performanceBelow are few of my top contributions that I would like to share with you: Introduced a new targeted preventive maintenance program, resulting in reducing overall work order volumes by 9% after 12 months and overtime by nearly 18% thereby increasing employee satisfaction.  Reduced staff turnover by 12% and developed the organizations “Future Leader” pool through establishment of company’s Leadership Academy for selecting a limited number of applicants across the country to participate in leadership training for one year. Accomplished in minimizing contract pricing by an average of 4% through rebidding of contracts and revising scopes of work. Attained an NOI growth average of 2% Increased renewals and decreased unit turnover by approximately 9%, ultimately resulting in minimizing turnover costs by nearly $1M annually by using satisfaction surveys and site-team customer service training

In this role, my key task was to direct entire portfolio operations for five sites spread across five different states, including California, Colorado, Nevada, New Mexico, and Texas, totaling 4,013 homes province. I administered organization’s overall daily business activities, including managing resources, developing operational plan, and ensuring all procedures are carried out properly. By leveraging my leadership and management traits, I was able to supervise all site level teams, assess operations, and implement changes to key leadership roles where needed. I also liaised with the team to train both new leaders hired into the company and existing portfolio site leaders. Below are few of my top contributions that I would like to share with you: Successfully managed a challenged asset in Illinois consisting of 1,595 homes, bringing the portfolio unit count to 5,142 homes. Assembled a highly collaborative team aimed at driving change and improvement for the entire division. Achieved an average NOI growth of 2.6% YoY for the portfolio

During my work tenure as a Regional VP, I successfully established a small start-up management company from scratch, starting with no properties under contract.My job was to define and enforce company policies, procedures, and protocols whilst ensuring adherence with every member from top to bottom. Also, I formulated a robust strategy to source out and retain third party clients for management services. I steered efforts towards improving overall efficiency for both residents and clients by identifying opportunities whilst working in close collaboration with the team.Below are few of my top contributions that I would like to share with you: Generated monthly management fee revenue of nearly $15K per month. Retained a total of three clients and five properties in first six months, totaling 656 units. Transformed the business to a fully digital, paperless operation through implementation of operating systems, which resulted in reducing supply costs, enhancing response time speed to residents and clients.

Used strong communication detailed analysis to collaborate with team leaders to ensure efficient and improved site performance.• Identified occupancy challenges for a distressed portfolio of six sites consisting of 1,248 units, and an occupancy rate of 80%. Implemented team-structure changes and marketing strategies resulting in increased occupancy to 88% and revenue growth of 4.2% in just over 120 days. • Increased portfolio by another three buildings and 1,668 units after four months. Continued strategic placement of team members and market rate adjustments, as well as marketing increased overall portfolio occupancy to over 90% and steady NOI growth of 1.8% through the end of my first 6 months. • Portfolio size grew to twelve sites totaling 1,788 units after 12 months from start.• Through the next 10 months, the portfolio sustained average occupancies above 92% and overall NOI growth at nearly 2.5%.

Property Manager recruited to manage 528 unit, challenged property. Promoted to Regional Property Manager in 2008.• Oversite of 2-phase site (304 units and 224 units) at 92% occupancy at start. Over 13 months, grew occupancy to 98%, exposure rates as low as 5.6% and sustained NOI growth. • Promoted to Regional Property Manager one year later. Assigned six properties totaling 962 units. • In January of 2009 I was reassigned to oversee the majority of one of our preferred owners’ portfolios totaling 7 buildings and 2,133 units. Through my time overseeing this portfolio we were able to maintain average occupancy rates 1-2% above market average with stabilized cash-flows.

Relocated to Las Vegas to direct on-site operations for 544 units in 36 buildings, covering over 18 acres for a national property management company.• Successfully managed property renovation project which included the selection and coordination of vendor activities, building permits, project scheduling and budgeting. • Developed a reputation for significantly increasing resident occupancy by as much as 20.2% and lowering turnover rates by 40% using strong organizational leadership to selectively recruit key personnel while negotiating with third party vendors for cost-effective specialized services required by each property managed.

Chosen for expertise in generating revenue growth and maximizing building occupancies to oversee a $6 million redevelopment project involving a 200 unit complex for a highly successful property management company. Provided strategic leadership for customer service, general accounting, vendor negotiations and performance management functions. Honored as the recipient of company sponsored Die Hard Award for outstanding service using successful project management skills to provide on-time delivery of renovation project within scope of established business plans, budgetary guidelines and contractual obligations while maintaining high occupancy rates and continuing to increase annual property revenues by 12%. Recognized for consistent contributions to the achievement of corporate business objectives with promotion to manage a 404-unit building in May, 2005.

I entered the field of Property Management with R.W. Selby as a Leasing agent. I quickly rose through the ranks, becoming an assistant manager after 6 months and a Property Manager one year after that. I oversaw the operations of a 98 unit property in Pasadena, CA. for my first assignment and after 1 year was promoted to a 240 unit community in Burbank, CA.