Leader of a 20-person Portfolio Finance team responsible for financial planning, strategic analysis and transaction execution supporting Blackstone's domestic office portfolio, a $19 billion platform that comprises 34 million square feet across multiple investments. A key member of the senior leadership team who has significant daily interaction with the real estate practice at Blackstone. Manages a large volume of both recurring valuation and transactional activity and requires a deep real estate background, strong analytical modeling skills, excellent communication and the ability to build and develop the right team to successfully partner with other departments at EQ and Blackstone to co-create spaces so our tenants thrive.

Demonstrated leadership in managing projects directly for Chief Accounting Officer across four departments in all areas of accounting including Financial Reporting, Corporate and Property Accounting, A/R, and A/P • Directed staff of 1 to 2 employees with responsibility for all internal and external financial reporting for two commercial real estate portfolio investments ($1.7 billion in assets, 47 properties, 7.1 million square feet) • Conducted annual impairment reviews for $14 billion in assets (up to 195 properties, 70 million square feet), coordinating with internal and external valuation experts on property valuations, indirectly managing 2 employees • Developed accounting for complex promote/carried interest programs for 20 portfolio and add-on investments, resolved audit issues, created management reporting, and initiated a process for integrating quarterly portfolio valuations into promote calculations • Performed annual review of 30 to 50 audited financial statements for individual properties • Directed the fair value reporting for $1.3 billion in add-on property acquisitions, developed training for accounting staff, and reviewed all audited financial statementsKey additional accomplishments:- Created team of 20 accountants and developed training to review external property valuation models and finalize the purchase accounting on $4.8 billion in commercial and industrial property acquisitions (582 properties, 84.1 million square feet, 8 portfolios)- Drafted a proforma S-11 filing as part of IPO readiness project and prepared financial statements for several recapitalization scenarios- Completed IFRS readiness review and presented company status to senior management- Introduced KPI metric tool for evaluating company performance against goals and initiatives- Reviewed procedures and control effectiveness of AP process, collaborated with vendor to identify and implement improvements

Managed department of 8 to 11 employees with responsibility for all cash, debt, payroll, G&A expense, fixed assets, restructuring/merger costs, fee income, cost sharing, leasing and development capitalization and intercompany/interfund transactions • Facilitated $39 billion acquisition by Blackstone (at the time, largest leveraged buy-out in history): - Directed cross-functional team in the administrative completion of merger, coordinating with stock plan administrator, transfer agent, and internal staff of both companies - Monitored and reported all outstanding capital instruments, supporting due diligence process through calculation of transaction costs in multiple pricing scenarios from announcement to close date - Developed dynamic cost models for CEO and Board of Trustees to calculate compensation-related merger costs (retention and severance) and identified GAAP accounting impacts - Accounted for all corporate items in recording final purchase accounting• Integrated three Blackstone real estate acquisitions onto the Equity Office corporate accounting platform; managed exit cost liability for closed facilities under SFAS 146• Directed the annual budget process for $90 million G&A expense and 16 corporate departments, developed new Essbase compensation tool to streamline budgeting and improve variance reporting• Re-engineered the monthly accounting close process by leading a cross-functional team to accelerate close timing and management reporting by 2 days, while improving accuracy and accountability

• Prepared SEC disclosures on dilutive EPS, shares outstanding, and compensation footnotes in 10Q/10K and led a cross-functional team to deliver required executive compensation reporting for annual proxy filings• Managed annual payroll budget process for 2,300+ employees• Implemented SFAS 123(R) Stock Compensation and led a cross-functional team to identify process, system and internal control changes required for compliance• Re-engineered stock plan administration after completing a reconciliation and audit of 8 years of post-IPO grants of restricted shares and stock options; implemented process improvements to ensure future accuracy• Accounted for complex new executive compensation programs, various corporate and regional restructurings, and prepared financial analyses for CEO and Board of Trustees on senior officer and trustee compensation

Manager, Financial and Business Analysis (May 2003 to Feb 2005)Manager, Procurement Finance (Nov 2001 to May 2003)Manager, Operations Finance Business Team (Feb 2000 to Nov 2001)Senior Financial Analyst, Category Finance (Feb 1999 to Feb 2000)Senior Financial Analyst, Reporting and Control (Feb 1998 to Feb 1999)Financial Analyst, Planning and Reporting (Nov 1996 to Feb 1998)• Prepared business risk assessments and financial plans for CEO/CFO on a $28 billion annual operating budget• Developed reporting for a $1 billion restructuring program and created financial models to support the 5-Year Business Turnaround Plan• Introduced models for $1.5 billion in dairy purchases to calculate financial impact of hedging activities under FAS 133• Supervised and developed staff of two senior analysts through process improvement challenges, coaching on customer perspective, training, career and work/life balance discussions• Managed all product costs for $500 million category and obtained approval for 10 money-saving capital projects• Provided financial leadership to two category teams managing over $1.5 billion in sales• Administered monthly close process for $4 billion division, including preparation of P&L and variance analysis reports for senior management, daily volume reporting, quarterly press releases, external financial audits, internal control reviews, and conversion of subsidiaries to common financial systems• Managed division overhead budget of $100+ million and developed standardized planning and reporting• Implemented conversion to Essbase financial model by working with cross-functional teams to integrate with other systems, accelerate monthly close by one week, and incorporate two major product structure conversions

Implemented financial statement, control environment, and compliance audit plans for clients in Financial Services, Insurance, International Manufacturing, and Public Sector

Generated strategic analyses for client hospitals which identified market opportunities, created an aggressive plan for increasing market share, and advised clients of competitive and survival strategies in a changing healthcare environment