Mid-2024 start-up sourcing defaulted debt, REO, and under-performing multifamily assets (class A&B >200 units). Sifting through large bank, Investment bank, and CMBS relationships to locate solid opportunities. Targeting DFW, Houston, Atlanta and Phoenix markets. Firm conducts its own UW & DD, and negotiates debt & equity needs. Recently added a program to source affordable workforce housing (class C >250 units) for a 501c3 desiring to begin bond financing acquisitions again.

Asset management services include sourcing distressed acquisitions, full UW/DD, identifying equity and debt sources, budgeting, modeling, and assessing property management. Property specific responsibilities include helping with lease-up, tenant roll, marketing, personnel, and collections, financial reporting, unit availability and make-ready. Collaborative services provided alongside management (both site and owner) with weekly calls and site visits. In some situations, site visits are expanded to include market shops of comparable properties. Properties range new construction (Class A) to naturally affordable (Class B&C).

Created a single-family acquisition and redevelopment firm to source, acquire and renovate short-term rental properties. Initial acquisitions were game-day rentals located in College Station, TX, followed by lakefront homes in Granbury, TX. All were opportunistic investments with great floorplans and irreplaceable locations. Most required extensive renovations which I completed personally to increase profitability. The Granbury renovations have seen property values increase > 200%.

Responsible for a large portfolio of complex credit investments, including multifamily, mixed-use, office and industrial properties for one of the firm’s more significant clients, Apollo Global Management. Was added during Apollo’s corp efforts to improve its own asset management and enhance the Situs daily inter-active and reporting routines. Initially, Situs did not include any support (junior or analyst) and required significant transformation and individual employee training as reporting was greatly expanded and data management software (Real Insights) was added for reporting. Managed +$1.2 BN Portfolio in various stages of development to fully-stabilized requiring significant monthly sponsor inner action, property inspection, and title review to complete monthly funding requests. Rising interest rates and volatile rental markets saw an increasing need for sweeps and waterfalls. Servicing responsibilities centered around intense monitoring of loan agreements, processing future fundings and reserve disbursements, preparation of quarterly asset reviews (“QARs”), reviewing and approving monthly financial reporting and budgets, and interacting with third-party lenders and consultants including attorneys, inspectors, title agents, brokers and sales agents; coordinating communications between multiple stakeholders including borrowers and lender partners, as well as internal and clients asset management team

Responsible for a large legacy portfolio of credit and equity investments backed by multifamily, retail, office, hotel, industrial/flex and land. Investments acquired through joint ventures, direct lending, property acquisitions, and distressed note transfers. Initial efforts focused on workout and liquidation given the 2008 market turmoil. As these investments were recovered, role transitioned to JV equity management. In this position, asset manager helped to keep the asset on track with its business plan. Required extensive travel and interaction with partners, the brokerage and leasing community, as well as the subject’s property management teams. Oversight included mentoring junior asset managers and associates, monitoring the adherence to loan agreements, and evaluation of monthly reporting. Position required collaborative organizational responsibilities across a multitude of internal company platforms, including external third party consultants, architectural, design, construction, valuation, leasing & sales teams, and legal representation. Responsibilities included defensive litigation, expert witness, depositions and mediation.

Formed a Multifamily renovation firm focused on an emerging value-add trend growing across the US. Utilized existing relationships (owners, equity firms, family offices and management firms) to grow the firm rapidly before selling my interest in 2008. Initially focused on large exterior projects, transitioning to include unit renovation and full-property restorations. As chief operating officer, focused on client development, banking & credit, and eventually property acquisition (PPM efforts).

Created the asset management and acquisition platform for a de nouveau investment banking and asset management firm that transitioned asset management of seven properties and later acquired an additional twelve (TTL >4,000 units) in TX, OK and AZ. Acquisitions were acquired by a qualified not-for-profit (501c3) and funded with compliant Tax Exempt Bonds and private debt and equity sources.

Loan Workout role between joint venture partners JER and GS. Position focused on workout/foreclosure of distressed debt acquired from banks, insurance companies and private lenders. Position expanded to include underwriting loans for acquisition, REO management, value-add renovation, stabilization, and disposition. Over time, managed more than 75 properties across AZ, TX, LA, CO, OK, KS, AR, MS, AL, FL, NC, SC, TN and GA. Much of the portfolio required mark-to-market of HAP Contracts prior to completing extensive property renovations and upgrades. Developed a number of efficiencies and creative designs – winning affordable renovation of the year at the National Apt Assoc.

Workout focused on asset recovery for the failed Bank of New England, following it being acquired by Fleet Bank. Assets included commercial mortgages to credit and warehouse lines. In all, responsible for more than 60 relationships with more than 150 assets. Properties located across Northeast and Midwest. Responsible for lending relationship, financial reporting and litigation oversight. Given many of the relationships were participated to/from other regional banks (many of which had failed), required management of participant bank relationships and continual FDIC mediation to monitor the flow of property cash flows and disposition proceeds.