As the Mid-Atlantic Hub lead for the iDesk, I helped businesses successfully navigate the complexities of international real estate projects. I worked with clients to help them frame their international requirements, understand foreign market practices and pitfalls, and pinpoint the best local resources for each assignment acting as a single point of contact to ensure smooth delivery of projects, large and small, around the globe.

As the iTM lead for the iDesk, my specific responsibility was to develop, grow and deliver a new business/services platform – International Transaction Management - for MNCs with growing, global portfolios. Working across all regions, industries and asset classes, I simultaneously executed international transactions, coached internal client teams in local market practices and drove client global strategies while developing a highly visible, global practice from the ground up.

JLL is the preferred tenant representation broker to the Federal Government through the General Services Administration's (GSA) National Broker Contract (NBC) where I was the GSA National Broker Contract Regional manager for the Northeast & the Caribbean leveraging Public-Private partnerships to provide leasing, portfolio analysis, and advisory services to the General Services Administration and various Federal Government tenants – from the FBI to SSA.

JLL is the preferred tenant representation broker to the Federal Government through the General Services Administration's (GSA) National Broker Contract (NBC) where I provided federal tenant representation and lease advisory services throughout the US and its territories for the General Services Administration on behalf of its Federal Government tenants.

JLL's Public Institutions (PI) Group specializes in advising state, federal, and other public entities on all matters of real estate from asset and portfolio management to tenant representation and other brokerage-type services. In this role, I provided advisory services through the Portfolio and Asset Management program for privatized Army family housing focused on ensuring the Army realized the financial, operational, resident satisfaction, and other key goals at each installation and across the cumulative portfolio. Responsibilities included but were not limited to pro forma and cash flow modeling, formulating strategic recommendations, assisting in negotiations with all key stakeholders of the Public-Private Partnerships, managing conflicting stakeholder priorities, and engaging with capital markets on status of lockbox accounts and post-closing monitoring of financial conditions in accordance with the operating documents of each assigned project.