Vice President - Accounting (March 2004 to December 2008)Oversight of the financial, administration and information systems of PGMC and University Town Center, Inc. Assets include two million square feet of mixed-use real estate.• To maximize operational efficiencies, convinced CEO to bring accounting operations in-house. Prepared transition plan, identified internal roles & responsibilities, automated processes and streamlined accounting procedures. Result: created transparent accountability to ownership, improved services, eliminated unnecessary reports, eliminated one staff position and generated annual savings of $130,000.• To improve cash flow, aggressively pursued collection of delinquent tenant accounts receivable. Reviewed/ reconciled tenant accounts, established monthly team meetings, put in place a system for on-going monitoring. Result: reduced average receivable balance from $1.6 million to $800,000.• Eliminated cost overruns and improved profitability for over 400,000 square feet of tenant renovations. Met with construction / leasing teams to identify needs. Developed new cost codes and improved job cost reports. Ensured accurate budgets were entered into Timberline accounting system. Result: Construction team held accountable for performance and timely completion of jobs enabled tenants to move in by lease date ensuring no delay in rent payments.

Director, Planning and Budgeting, Single Family Securitization Group (March 2000 to March 2001)Responsible for implementation of the corporate-wide Risk and Control Self Assessment (RCSA) process.• To enhance the risk management evaluation and reporting processes identified need for an automated risk management solution. Developed business case, evaluated vendors, selected tool, negotiated pilot engagement and managed successful completion of pilot. Result: Corporation implemented automated self assessment tool to assist with assessing and monitoring effectiveness of the internal control environment and compliance with Sarbanes-Oxley Act.• Developed methodologies, guidelines and tools to support RCSA process. Methodology designed to meet regulatory requirements and based on COSO framework of internal controls.• Coordinated rollout and training programs for 500 plus professionals learning RCSA methodology and self assessment tool.• Presented to Institute of Internal Auditors, Northern Virginia chapter on implementation of an RCSA.

Responsible for internal and external reporting, general ledger and revenue management for a REIT that invests in a diversified range of income producing properties. Managed a staff of fourteen and reported to Chief Accounting Officer.• Redesigned existing procedures to improve efficiencies and integrity of financial reporting.

Oversight of the financial, administration and information systems of M&A.• To maximize operational efficiencies, initiated the consolidation of accounting functions. Reviewed daily operations processing, financial reporting, budgeting and lease administration. Created cohesive work team and increased authority levels. Result: eliminated unnecessary reports and revised existing procedures, reducing overtime by 20%.• Project Manager to ensure Year 2000 readiness. Performed inventory, remediation and testing of hardware, software and operational systems. Identified critical external service providers. Developed contingency plans for internal operations and third party service providers. Result: M&A’s information systems are Year 2000 compliant.

Prudential Service Company (1995-1997) - Responsible for all reporting, including strategic and financial planning activities for a $500 million division that provides “infrastructure services” to Business Units. • To restructure and increase the integrity of PSC’s monthly reporting and multi-year planning processes. Implemented financial reporting risk assessment procedures, standardized expense account groupings, identified and analyzed material variances. Result: eliminated unnecessary reports & revised existing procedures and controls; reduced monthly reporting results by 4 days.Prudential Realty Group (1989 – 1995) - Responsible for all accounting management for a $1.2 billion portfolio of mixed real estate investments. • To eliminate tenant escalation billing errors, conceived and implemented year-end review procedures. Trained staff in procedural guides, lease abstract format, and case study with various lease examples. Closely monitored review procedure. Result: identified over $600,000 in billing errors; new Financial Analysts trained in these procedures corporate-wide.

Conducted audits, reviews, and compilations. Prepared financial statements and tax returns.