Operations and construction leader for a startup property and fund management company. Reporting directly to the CAO.I am very proud to join the ResiShares family at such an exciting time. Helping to build an industry leading property operations team as we scale up our portfolio of single-family rental and sale homes to limitless possibilities. ResiShares leverages data, technology, and financial innovation to deliver systematically diversified appreciation. To overcome previously intractable challenges.

Leader for a startup property construction and management company. Unique ground up construction of full single family neighborhoods model. Then managing these neighborhoods as rental communities. Reporting directly to the CEO. REALTY-LOGIX is a vertically integrated owner-operator focused on building single-family rental (SFR) communities, property management, and developing real estate technology to improve processes and user experience.

• Redevelopment of multifamily portfolio: This includes due diligence and operations performance. Acquisitions of projects are done with the goal of repositioning all properties. This includes interior renovations of 100% of the units purchased. Interior renovations range from $12K a door to $20 K a door. This repositioning includes upgrades of all the exteriors that is focused on asset preservation, service and operations cost reductions, amenity upgrades or enhancements.• Single Family Rentals: Completing approximately 30 single family rental projects each month: Reduce costs and lead time through diligent sourcing, negotiating and quantity of materials, and labor. This program has been successful in on time, and under budget delivery. • Development of the Service (maintenance) Department: Writing all policies and procedures. Heavy negotiations to set national purchasing programs. Centered on cost reduction, lead time management, efficient stock levels. Developing best practices. Creating safety programs. Introducing training programs. Cultivating national agreements with vendors and contractors, resulting in large cost savings across the portfolio. Supervising all budgetary concerns, including developing and forecasting budgets. Directly involved in the hiring and evaluation of staff and contracting/service providers. This includes regional managers, maintenance/service, new acquisition rehabilitation and upgrades.

Responsible for the financial performance for the portfolio of over 6,000 single family properties, with predictable and growing NOI; reported directly to the CEO; Direct Reports: VP of Ops, VP of Maintenance and two Directors of Construction (redevelopment)• Leadership Responsibilities: All Field Operations, including all regional office service operations including field personnel for the national portfolio, leasing operations, construction operations, maintenance operations, capital improvements and loss control (risk management), acquisition diligence and Performa. • Start-up Responsibilities: Complete development of Operations, Maintenance Operations and Construction Departments: Writing all policies and procedures. Cultivating national agreements with vendors and contractors, resulting in large cost savings across the portfolio. Supervising all budgetary concerns, including developing and forecasting budgets.• Strategic Responsibilities: Included working with asset management to create and achieve business plan for each region. Directly involved in the hiring and evaluation of staff and contracting/service providers, including regional management, maintenance/service, new acquisition rehabilitation and upgrades.

Responsible for construction operations, maintenance operations, capital improvements for the national portfolio. For a then private REIT that focused on acquiring, renovating, leasing, and managing high quality single-family homes. Owning and leasing over 10,000 homes in 26 markets across ten states. Reported directly to the COO and CEO; Direct Reports: VP of Operations, VP R&M, Construction and Turns• P&L: Managed departmental budget of over 6.5 million per month (72 million annually). Responsible for the financial performance of entire portfolio, the financial performance of individual regional performance. This includes all P&L performance, as well as accurate budgeting and forecasting. • Development and Management of Operations: Managed field operations, including portfolio growth at an average rate of 200 – 300 units per month; Developed and revamped all processes, policies and employee handbook.

Leader over construction operations, maintenance operations, capital improvements and loss control (risk management) for the national portfolio. Company owned and managed over 20,000 apartments at more than 70 communities located in 22 states and D.C;, Reporting directly to the CEO; Direct Reports: VP of Capital Expenditures, Director of Construction, Director of Maintenance and the Director of Loss Control. • Development and execution of purchasing program for maintenance of assets and major construction/renovations of owned and newly acquired properties. With major design concerns negotiated large scale material purchases and labor contracts. Through creative procurement practices, successfully lowered material lead time and reduced overall cost of material by 11.7%. Created a maintenance purchasing program utilizing electronic systems. Successfully negotiated entire portfolio of individual properties as a single large bulk buyer. • Due Diligence and new property acquisitions was also a heavy focus requiring continuous attention and improvement: Developed business plan and wrote both operational budgets as well as acquisition rehab/renovation and capital improvement budgets. Created entire due diligence procedure, from initial Performa consideration to after purchase operations. • Directly involved in the development of Resource Residential’s first five-year strategic plan and roadmap: Created operational budgets and five-year Capital Expenditure budgets after the successful introduction of comprehensive property condition assessment inspection program. • Reduced cost of insurance by over $ 9mm through the creation of a loss control program that reduced losses by 42 %. • Reduced capital expenditure costs on stabilized properties by over 19% through the creation of traveling task forces, and material purchasing program.

Portfolio Maintenance Director – Midwest Region• Directly responsible for the maintenance operations, and capital expenditure execution. • Analyzed current practices and streamlined operations to reduce costs and increase efficiencies. • Supervised all budgetary concerns.

Senior Director of Construction (December 2003 to September 2005) Promoted to Senior Director of Construction of CR/CI for the Central Region; Direct Reports: Seven Directors of Construction and two Contract Administrators• Responsible for all construction for a 12-state area. This region had 128 properties with a total of 27,795 units at its peak.• Approved all scopes of work and specs. • Negotiated and over saw the material procurement for the capital projects in area. • Reviewed all contracts/invoices and signed all contracts up to $100,000. • Administration of the Construction Services Department west of the Mississippi River. • Involved in several AIMCO planning and execution task force groups.Director of Construction (April 2003 to December 2003 / then promoted to above position) • Directed and coordinated the initial capital expenditure (ICE), annual capital expenditure (CR/CI), disposition capital expenditure (DICE), enhancements, and fire and causality construction activities at properties within a portfolio. • Handled all REAC inspections. • Provided asset preservation and technical support to AIMCO Operations staff.

Upon acceptance of this position, Arbor properties managed 5 properties; successfully built the portfolio to 49 properties with over 4,800 units; reporting directly to the Owner/President, with over 150 employees in the department• Leader over maintenance/capital expenditure operations: Included in the accomplishments are initiatives such as completely developing the operations policies and procedures, employee handbook, safety program, supervised all budgetary concerns, determined need for, and oversaw all property improvements including rehabs, negotiated with suppliers to greatly reduce cost, managed all governing agencies, such as municipal inspectors, OSHA, TX, Railroad Commission (natural gas), fire marshal, insurance companies, etc.