- Brought-in specifically to lead a complex NYC metro real estate & workplace transformation initiative, including: strategic planning & change management; site selection (dozens of buildings in multiple Manhattan submarkets); lease negotiations (for 150-200k SF, 10-year lease); appointment of complete professional team including PM, design, & construction, legal, etc.; workplace strategy, programming, and early design (SD). - Managed similar initiatives in Boston, Atlanta, Bogota, and Mexico City.

- Returned to Comcast to lead "re-build" of NBCUniversal corporate real estate team, after significant turnover within previous 18 months.

- Recruited to establish company’s first global real estate & workplace services organization, reporting to CFO. Led 14 office coordinators and managers through transformation from "Facilities" to program-focused "Workplace" team (hospitality model). Established strategic global relationships with multiple real estate advisory firms and best-in-class suppliers; expanded local design relationship into a global program.- Inherited portfolio that was 92% occupied (2,116 of 2,285 seats) and tracking at >60% YoY headcount growth trend. Within first 8 months, completed 11 transactions to deliver incremental 530k SF over following 6-24 months (previous global footprint was 299k SF), including 3 ground-up / pre-let projects, and 6-building urban campus master plan w/ community integration as a priority. - Team launched new offices in Seattle, Singapore, Dublin, Washington DC, NYC, Tokyo, Beijing, Vancouver, and Sydney. We also expanded existing offices in London, Austin, Paris, Frankfurt, and Seattle.

- Established first regional org model for team responsible for all Real Estate activity (leasing, design, construction) and Facilities Operations (including reception, meetings & events, mail & supplies, food & beverage, parking & transportation, ordinary maintenance & repairs, moves/adds/changes & occupancy management, AV/VC & multimedia services, and local delivery of security staffing and systems). Grew the team from 220 to 650 FTEs, almost exclusively via outsourcing arrangements. Created career progression plan and team structure for FM personnel, based on a hospitality model.- Grew office portfolio from footprint of 23 buildings, in 17 cities, in 11 countries (about 8700 desks), to 53 buildings, in 31 cities in 18 countries (19k desks), with another 5k+ desks in the committed pipeline to deliver through 2017. Also closed/decommissioned 8 locations. Leveraging almost 100% external partners, we completed 30+ office projects in 39 months' time (either major expansions or new builds). - Worked with architecture & design partners to develop our first pan-EMEA workplace design standard, based on US/HQ model, with appropriate regional adaptations. Rolled this out over 3 generations of build projects (appx. 1 year / 6-10 projects each generation).

- Provided corporate development and real estate advisory services to several organizations, including major corporations, early-stage, and private investors. Client list includes: E.I. DuPont de Namurs & Co, Harsco Corporation, TicketLeap, and Automotive Events.Case Studies:For DuPont, I facilitated (together with a SixSigma Black Belt colleague) a holistic "process mapping" exercise focused on aligning team practices (cross-functional and peer-wise), as well as enhancing the speed and flexibility of the team's project delivery methods. I also directly handled a pipeline of transactional activity, including the expansion of a facility in Schenzen, China; the restructuring of several complex leases at industrial plant sites in Texas, Louisiana, and Illinois; and the disposition of surplus lands (generally, for private development or public use), at former sites in New Jersey, Florida, and North Carolina. DuPont had a very high focus on environmental responsibility, which I had experienced also at Comcast, but the level of complexity at DuPont was quite different.At Harsco Corp (global industrial services & engineered products), I was engaged to help them establish a global corporate real estate program. Leveraging multiple data sources and personal interviews/meetings, we first inventoried the entire global portfolio of offices and industrial sites in over 50 countries (both owned and leased properties). As we were completing the report of initial findings and recommendations, and about to switch into implementation mode, the Amazon Luxembourg recruiters called, and I didn't get to enjoy the full run on this exciting engagement! I know that they subsequently completed the effort and have setup a global CRE team, which is pleasing.

- Managed real estate transactions (typically Class “A”, office, CBD) across US, Canada, Mexico, and Brazil for corporate/institutional and retail locations. - Member of Corporate Services evaluation & integration team for enterprise workflow/process management systems. - Performed analysis for potential corporate acquisition involving over 100 locations.

- Member of 5-person HQ leadership team (reporting to CFO), with national scope managing diverse portfolio (office, industrial, retail, and infrastructure) of 3,500+ properties, 40+ million SF.- Led and/or assisted in certain acquisitions and dispositions of owned and leased property. Managed process through due diligence, development approvals, and closing. Hired and supervised commercial brokers and other professionals; partnered with internal and external legal counsel. Value totaled >$189 million on 104 transactions (portion of group workload).- Managed real estate financial planning and operations, particularly as “project controller” for all major design and construction activity (interior fit-outs and ground-up self-development, generally open-book GMP, design-build format). Subject matter expert for capital budgeting, purchasing, accounting, and audit. Worked with corporate controllers to bring national compliance under Nicolaisen (SEC) staff letter of Feb, 2005. Created written billing & payment procedures for national implementation by internal staff and construction firms. Helped develop and manage annual company-wide RE CapEx budget ($100M+/-); advised on RE OpEx issues. Value included >$227 million on 43 construction projects.- Served as real estate functional leader for all corporate M&A activity, from pre-sale review through integration. Managed a 3-party, $488 million transaction (property value only) structured as IRC §363 asset sale by DIP/bankrupt entity, with partnership redemptions, and numerous §1031 exchange vehicles. Value (property only) totaled >$582 million on 11 M&A transactions (1,051 sites)- Involved in software/system selection and implementation for several areas (portfolio admin, financial analysis, etc).

- Led site selection, lease, and build-out of 30k SF distribution center and 25+ retail locations in “greenfield” market.- Created and executed retail launch plan including representation (points of sale), pricing, and media/communications strategy.- Intentionally short-term; simultaneously attended Wharton full-time.

- Helped to establish 20-person department that became central resource for industry and market intelligence, multi-functional corporate business planning, and execution of the national growth strategy.- Personally led the expansion of the company (retail, distribution, and administrative network) in 15 states and 38 of the top 100 MSAs, including Chicago, New York, and Los Angeles.- Authored comprehensive 1/3/5-year business plans for several dozen operating units.- Negotiated real estate and asset purchase transactions totaling ~$30 million.- Global parent acquired by GM Corp; brand eliminated in US.