● Responsible for 125% growth in sales in 2021● Currently on track for 150% growth in 2022● Responsible for doubling DSW sales force in 2022● Facilitate the growth of the MD branch from 28,000 square feet to currently over 90,000 square feet● Developed DSW ability to begin a manufacturing component to the business in April 2022● Heading up DSW management team to change current ERP system for the entire company● Responsible for all Policy and Procedure for the entire company

● Capital Asset Management & Contracting: Negotiate and award all major contracts for the portfolio including waste removal, landscaping, snow removal, elevator maintenance, cable, and telephone. Manage capital expenditures such as fire reconstruction, renovation programs (structural issues, roofing, asphalt, masonry), and build-outs. Inspect all work for timely, quality-focused performance. Negotiate contracts for most major capital improvements, including cellular rooftop antenna lease contracts in the past. Within the Operations department, I am responsible for the creation of the 5-year capital improvement budget. These budgets are reviewed each year and based on need I apply them to our Cap-X budget for the upcoming year. Capital improvement updates are reviewed with our President once a month. Detailed reporting is kept on a daily basis showing the status of every Cap-Xproject both budgeted and underway.● Commercial Leasing: Handle all landlord tenant liability / legal issues for commercial leasing of boththe Metropolitan Building as well as for leases within residential properties. Negotiate and manage12 of these leases on residential properties with restaurants, delis, daycare and nursing facilities. - Successfully turned around vacancy and delinquency rates for the Metropolitan, reducing the vacancy from 23% to 6%. Even with current market conditions, which caused an increase in vacancies, our delinquency is 8.8%.● Tasks above in addition to all below tasks as Director of Operations

● Purchasing: Designed and implemented a purchasing program to consolidate the buying power of 32communities. Communicate regularly with all vendors, managing the bidding process. Currentlydeveloped a program to place all purchasing on the Internet. - Successfully reduced maintenance supply costs by 35% in the first full year of implementation.● Water Conservation: Track water conservation program on a monthly basis. - Improved quality of service and efficiency by sourcing out work, implementing spot searches, andtroubleshooting individual meter problems. - Successfully negotiated contracts with paybacks of 3 to 18 months with programs from $30,000 to$130,000.● Human Resources: Participate in the corporate Executive Committee, contributing to the selection,interviewing and hiring of company C.O.O.. I am part of a committee responsible for the selection ofour Kay Kommitment winners every other year. Our Executive Committee meets every other weekto discuss current and future programs relevant to our own department. While each majordepartment operates independently of the others, often times it is necessary for me to consult withour Marketing Director and Engineering department to move particular renovations and repairsforward.●Training and Testing Facility: Designed and built a hands on testing and training facility as part of ourdue diligence in the hiring of new Service Technicians back in 1998. All costs of constructing thisfacility which resides at Kirkwood Apartments, was performed via donation. The facility has sincemorphed into a training facility for the ongoing maintenance in areas of electrical, plumbing, waterconservation, flooring installation, locks and hardware and appliance repair and installation.

● Provided direct management of a portfolio of 32 properties with close to 12,000 residential units, a 90,000 square foot commercial office building (the Metropolitan), and a 50,000 square foot strip shopping center. ● Responsible for all facets of managing commercial properties including improvements, build-out construction, annual budgets, delinquency and leasing. ● Lead the health and safety programs, including the policy and procedure for lead, mold, slips and falls, etc.

Directed all facets of distribution of maintenance supplies, successfully introduced product manufacturing increasing product offerings. Achieved an increase in gross sales from $500,000 to $3 million. Effectively negotiated and brokered the sale of the business in 1998.● Warehousing & Inventory Control: Established a warehousing program, introducing and installing a new computer system which integrated purchasing, warehouse management and product distribution.● Sales Management & Marketing: Selected and trained a sales staff to expand and manage client base through direct sales. Personally managed key house accounts including Kay Management Company. Managed all marketing strategies.● Manufacturing & Production: Achieved a niche position in the Washington metropolitan area by introducing new products through the implementation of a manufacturing line for vertical blinds, window screens, and patio doors. Ordered materials, oversaw distribution and quality control, trained and oversaw manufacturing and fabrication staff.