Began relationship as a consultant in Haggen’s acquisition of 146 grocery store locations in five western states. Owned by private equity group, Comvest, key focus was to establish systemsand processes to manage the acquisition and combine data from Albertson’s, Safeway and existing Haggen real estate portfolio. Federal Trade Commission involvement (merger of Albertson’s/Safeway) limited time for due diligence and store conversions. - Obtained initial Landlord approvals for Assignment and Assumption of Leases, Estoppel Certificates, signage approvals, permits (alcohol, pharmacy, business). - Coordination of store conversions involving: real estate, construction, facilities and operations. Conversions were completed in record time of 48 hours per store.- Implemented third party lease administration to: abstract real estate data, review and approve CAM, taxes, insurance and function as extension of department lowering Corporate head count. - Functioned as Landlord with subleases for in-store tenants such as Starbucks, Panda Express and multiple bank entities. - Established efficient work flow processes for lease extensions/approvals, reports/distribution and communication. - Coordinating with U.S. Bankruptcy Court, consultants and legal counsel on Haggen's Chapter 11 filing. Disposition of stores.

Established clear processes for profitable growth, from site selection to capitalization. Focused new store growth and asset management in California, Nevada, Arizona, Utah, and Colorado. Lowered average investment by 24% through clear budgeting processes and challenging vendors/suppliers. Served as project manager for brand repositioning/rebranding, leading marketing and operations collaboration to include interior/exterior redesign of restaurants and new logo and increasing sales 15%- 20%. - Renegotiated store rents, lowering annual rents, as well as extended lease options by $1,008,000 in 2012 and $800,000 in 2013. Accumulated office rent savings of $1,000,000 over five years.- Implemented Internet-based facilities management tool to expedite repairs and maintenance request, lowering cost to 0.08% of sales.- Leveraged outside source for asset management and asset tracking systems, allowing for better tracking and cost controls.

Established and revitalized markets for Big Boy Restaurants as well as opened new markets for Golden Corral Restaurants in Indiana, Ohio, Kentucky, Pennsylvania, and Michigan. Streamlined systems and created processes to minimize time in development process as well as leverage company’s buying power.- Increased franchise quality, growth, and communications while establishing clear road map for future expansion in key markets through comprehensive market research. - Redesigned restaurants to remain relevant to existing customer base as well as attract new guests.- Served as a key contributor changing the corporate culture from a silo orientation to working cross-functionally utilizing a team approach.

Based in London, England, trained, supported, and guided McDonald’s international development personnel to create a clear vision and achieve self-sufficiency in Europe, Asia, and South America. Created Optimal Growth Rate Model in order to limit new-store impact on existing locations and increase transaction counts in those global stores. Directed development teams in Europe, Middle East, and South Africa. Improved productivity, reduced time in the development process, and reorganized real estate and construction departments within European countries, a move that helped to increase profitable new store openings from 207 in 1994 to 647 in 1998. Led real estate acquisitions team on project-specific site reviews and negotiations that increased market share. Created leverage with existing people and founded the European Development Board incorporating real estate, construction, equipment, communication, and training disciplines, resulting in benefits to the system. For my contributions, received the McDonald’s President’s Award, which recognizes the top 1% of employees in the company.

Managed real estate activities for regional office of three Midwestern states. Conducted impact analysis and negotiated new site locations, resulting in the creation of 20 new deals a year while managing and renegotiating existing leases on 200+ existing facilities. Leveraged real estate representatives’ productivity and launched “broker network.” Conducted market research aswell as created “small town” development guidelines to increase market penetration. Significantly improved franchise relations by addressing expansion/impact concerns and helping develop recoverability plans on existing stores.