Melanie Lundquist Email & Phone Number

Baltimore, MD, US

Advisory services for a family owned real estate firm.

Provide financial and management consulting to growing and transitioning companies through aligning people, processes and technology with corporate goals.

Olney, MD, US

Board and Audit Committee Member

• $50M hospitality conglomerate with 40K vacations booked annually. Scope: 50 staff | $20M gross rental revenue | reported to CEOLed operations for parent company and vacation rental management company. Established.
• Developed strategic plan to deliver $1.1M increase in revenues by aligning fee structure with industry standards and implementing operational standards to support achievement.
• Pruned properties under management from 520 to 485 and elevated rental revenue potential 16% to drive $500K increase in profitability.
• Boosted gross rental revenue 11% while reducing number of properties 3% through new reservations and rate management strategy.
• Fueled 6% increase in both individual property performance and revenue per available room (RevPar).
• Dropped property owner attrition 4% YOY and service issues 40% YOY with new escalation and refund policies, standardized vendor contracts, and enhanced communications.

Annapolis, MD, US

• Private equity-backed firm specializing in industrial real estate with $3.5B in assets under management (AUM) and $1.5B in PE placement. Scope: 50 staff (finance, HR, and IT) | $30M management company | $1B in investor.
• Shifted finance organization into a scalable, agile function with robust technology platform, centralized lease management, and high-performance team.
• Partnered with general counsel to build and implement full-scope corporate governance structure (including financial reporting, internal controls, and strong audit practices) to attract 12 additional institutional.
• Worked with capital markets to raise $1B in investor equity, multiple lines of credit, and project-specific funding.
• Decreased finance and accounting support costs 15% per property.
• Orchestrated integration of $1B in assets to grow property portfolios in three sponsored funds.

Millersville, US

• $30M vacation membership program delivering fulfillment services for 30K+ vacations annually. Scope: 45 staff (accounting, IT, HR, and collections) | $25M revenue budget | $5M cost budget | Reported to CEORecruited to.
• Transformed net cash deficit into cash surplus and increased service fee collection $3.4M in 1 year by overhauling collections processes, incentivizing and aligning team goals, and introducing new reporting tools.
• Simplified and streamlined cash flow forecasting and management.
• Improved real estate portfolio management and instituted capital recycling program to align with financial and capital strategies, reduce overall capital costs, and provide capital to support expansion plans.

Linthicum Heights, Maryland, US

• $25M custom modular home builder.Scope: 3 departments (accounting, HR, and IT) | $25M P&L | Reported to CEOHand-selected to establish and oversee financial infrastructure following company recapitalization.
• Developed and launched company’s first full-scope accounting platform (new team, business processes, reporting packages, and cash management forecasting tool) to support start-up operations.
• Partnered with CEO and COO to determine and drive implementation of company’s strategic plan and explore opportunities projected to increase profitability.
• Played crucial role in boosting average sales value per unit 35% and decrease contract finalization time 33%.

• Publicly traded financial services company with $1B market cap. Scope: 40 staff (accounting, finance, and IT) | Reported to CEOHired to restructure and realign accounting and finance functions to support growth.
• Created financial shared service organization that introduced standardization, accountability, and transparency across multiple organizational endeavors and increased enterprise-wide agility.
• Mitigated risk and exposure by eliminating inadequate performance measure from financial reporting structure.
• Upheld fiduciary duty by initiating financial statement restatement efforts after identifying 30+ inherited material weaknesses in internal controls.

• Formerly a publicly traded real estate investment trust (REIT) with $7.2B market cap and $12.6B in gross assets. Scope: 250 staff (accounting and IT) | $20M cost budget | Reported to CEO & CFOEarned multiple promotions.
• Completed $30M enterprise resource planning (ERP) implementation that consolidated multiple systems into 1, enhanced business decision making, and shaved 25% off overhead costs.
• Cut overhead costs $4M and decreased quarterly financial close timeline from 20+ days to <7.
• Eased post-acquisition integration of $2B in assets and companies through deft management.
• Devised standardized due diligence process that identified tax and accounting issues prior to closing.
• Partnered with audit committee chair to support committee informational, reporting, and analysis needs.

New York, NY, US

Rose through ranks from assistant staff account to senior manager. Oversaw complex client audits. Assigned to lead engagement with Baltimore office’s largest client.