Responsible for acquiring finished lot positions in the Triad and Triangle regions of North Carolina

Identify,negotiate and contract new land positions for the Raleigh Division of Ryan Homes.

Private Real Estate Investment Company specializing in residential properties

Profit and loss responsibility for Triad Area operations of Orleans Homebuilders. Increased Delivered Units 300%, Increased Revenue 400%, Increased profitability to 10% Profit Before Tax. Product ranged from town-homes starting at ~$200,000 to estate homes up to $750,000. Turned a losing proposition into a profitable operation. Changed sales approach from third party general brokerage sales to in-house. Acquired and developed the first self-developed community for the Greensboro Division. Rebuilt the division effectively replacing 90% of the workforce. Evaluated numerous sites for future development. Greensboro Division’s success was received enthusiastically by corporate officers eliminating the desire to close the operation.

Profit and loss responsibility for North Carolina Operations of a top 200 privately held home-building company. Responsible for significant growth leading to the sale of Parker Lancaster Corporation to Orleans Homebuilders in October of 2000.1)Negotiated the acquisition of developed lot land positions in each North Carolina market to achieve stated growth.2)Developed new product to meet the requirements of each land position.3)Implemented a monthly review of division operations in each market.4)Set annual budgets with each Division President.

Provided staff support to the owners of $120 million, multi-division manufacturing concern and in-house consulting support to the management of the operating companies owned by Eagle. Developed and monitored an interdivisional transactions policy, analyzed capital expenditures, coordinated strategic plans and operating budgets, and worked with controller on bank relations. Coordinated operating companies real estate needs through acquisition and disposition as well as managed Eagle's investment in residential speculative building.Orchestrated a significant cost reduction among the several concrete and block manufacturing facilities owned by Eagle.Implemented a "Transfer Pricing" program that significantly improved inter-company transactions and effectively lowered operating expenses for the parent company.

Coordinated design and construction aspects of a $5 million hotel renovation program.

Supervised craftsmen and subcontractors..