Oversaw revenue strategy for hotel portfolio including revenue management and sales.

Rejoined Lodging Dynamics as a member of the executive management team with specific responsibilities over acquisitions and finance.

Recruited from Lodging Dynamics to assist PEG with its burgeoning growth in the hotel sector. Changed analytic model and underwriting that led to brand change in 3 projects and rejection of 4 other projects that didn’t meet the hurdle rate. Led the first hotel acquisitions (vs. new build) into PEG’s newly created hospitality fund. Increased projects under construction from 2 to 8. Suggested and implemented deal structure changes to reduce risk to PEG and increase cash flow. Proposed changes to work flow and hotel division structure to better manage deal pipe-line, increase efficiency of project managers, and improve employee development/satisfaction.--Increased EBITDA 4x with over 60% coming from hospitality division--Managed projects with combined asset value of $88MM--Generated forecasted cash-on-cash returns at stabilization of 13.5%

Joined the hotel development and management company as part of growth strategy. Grew the company from 3 hotels under management to 20 through new builds, acquisition, and new 3rd party management contracts. Realigned supplier and partner relationships to improve margins and quality. Augmented due diligence on prospective projects to reduce risk to investors and improve returns on green-lighted projects. Provided analytical and operational support for general managers on property in developing annual revenue forecasts, operating budgets and capital projects. Lead the creation of construction budget and pro forma modeling for new projects and renovations. Project managed new construction from financing to hand-off to opening team. Interfaced with all departments including general managers, sales directors, accounting, and construction.--Raised $15MM of equity and $18MM of debt to fund hotel projects during the financial crisis.--Groomed projects to meet/exceed internal hurdle rates of 20% IRR and 10% cap rate--Increased assets under management from $50MM to $200MM

A boutique real estate brokerage firm specializing in investment property. Developed and executed corporate strategy for growth and expansion into new markets. Designed internal org chart, company procedures, and IT systems to support growth strategy. Researched macro and local economic conditions to identify optimal markets for investors. Created marketing communications materials and direct response campaigns for lead generation. Researched and identified potential channel and business partners to augment growth.--Assumed direct response marketing activities and generated 25% increase in response rate--Launched back office systems implementation efforts to record, measure, and report on sales and marketing results leading to a 300% increase in client consultations--Initiated sales training targeting 50% referral rate from clients in process and 20% referral rate from past clients

As a founding partner and member of the executive team, played a key role in developing strategic framework for telecommunications services and in creating a new business model for new telecommunications utilities. Created, presented and defended complex financial models and business concepts to stake holders, industry partners, competitors, and investors including AT&T, Sprint, Intel, Banc of America, BNP Paribas, AMBAC, MBIA, S&P, USDA’s Rural Utility Service, and Dean & Company . Key responsibilities included business and financial modeling; market research and industry analysis; and short and long term cash flow and performance projections. Analyzed value-chain for competitors, partners, and complementors and recommended build/compete/partner decisions. Interfaced with internal business groups including sales, business development, IT, and construction. Prepared and delivered feasibility presentations for $2+ billion in capital projects to senior management of 29 clients including the cities of Portland, OR; Seattle, WA; Albuquerque, NM; and St. Paul, MN.  Participated on finance team that raised over $175M of capital for advanced fiber-optic telecom project in Utah. Served as principal contact during due diligence process.-- Worked closely with CEO & CFO to raise $5.5M of private funding for DynamicCity.-- Researched and recommended tactical pricing adjustments for clients that would have resulted in 33% increase in net operating income.-- Assisted in acquisition of DynamicCity by PacketFront and subsequent corporate integration efforts.

As a founding partner and member of the executive team, played a key role in developing strategic framework for telecommunications services and in creating a new business model for new telecommunications utilities. Created, presented and defended complex financial models and business concepts to stake holders, industry partners, competitors, and investors including AT&T, Sprint, Intel, Banc of America, BNP Paribas, AMBAC, MBIA, S&P, USDA’s Rural Utility Service, and Dean & Company . Key responsibilities included business and financial modeling; market research and industry analysis; and short and long term cash flow and performance projections. Analyzed value-chain for competitors, partners, and complementors and recommended build/compete/partner decisions. Interfaced with internal business groups including sales, business development, IT, and construction. Prepared and delivered feasibility presentations for $2+ billion in capital projects to senior management of 29 clients including the cities of Portland, OR; Seattle, WA; Albuquerque, NM; and St. Paul, MN.  Participated on finance team that raised over $175M of capital for advanced fiber-optic telecom project in Utah. Served as principal contact during due diligence process.-- Worked closely with CEO & CFO to raise $5.5M of private funding for DynamicCity.-- Researched and recommended tactical pricing adjustments for clients that would have resulted in 33% increase in net operating income.-- Assisted in acquisition of DynamicCity by PacketFront and subsequent corporate integration efforts.