* As the Business Development Lead at Campus Life and Style, my role is centered on driving growth, expanding our portfolio, and forging strong partnerships with key stakeholders. I’ve successfully grown our asset base across multiple markets by identifying new opportunities and negotiating strategic management contracts. My approach combines market analysis, trend forecasting, and relationship-building to ensure our properties meet the evolving needs of students, universities, and investors.* I collaborate closely with operations teams to implement leasing strategies, enhance customer service, and drive community engagement initiatives. My focus on proactive market development and stakeholder alignment has significantly boosted our occupancy rates and financial performance, solidifying our reputation as a leader in the student housing sector.* Expanded the business development division by identifying new business revenue pipelines generating relationships with owners of student housing; Continued relationships with university organizations, corporate outreach, and community groups.

* Managed a portfolio of nearly 1,197 beds, achieving a 100% occupancy rate at Hawks Pointe for three consecutive years while increasing rates. Directed an on-site staff of 18 across 4 properties, providing oversight, leadership, and budget management to achieve financial objectives.* Successfully improved occupancy rates at The Gramercy from 68% to 90% within one year, with a forecasted 97% occupancy for the following year.* Co-managed capital renovation projects, including a $2.1M Clubhouse, and reported progress to ownership entities on leasing milestones and financial performance.* Implemented first-class customer service initiatives to improve service ratings and property conditions.Turned around struggling assets by implementing strategic marketing campaigns, optimizing leasing strategies, improving operational efficiencies, and enhancing customer service initiatives.* Worked closely with regional managers to develop and implement operational strategies that aligned with broader business development goals, driving leasing performance and revenue growth.Pioneered the integration of virtual tours and digital marketing techniques to attract remote prospects and increase engagement during the COVID-19 pandemic.

* Achieved a 98% and 100% occupancy rate in the first and second years, respectively, while increasing rates and spearheading capital projects.* Attended a net positive NOI of $114,754 over budgeted amount by end of Fiscal YTD through revenue increases and delinquency reductions. Increased budgeted NOI by $225,738 from 2014 to 2015 by driving initiatives for additional income and creating a positive NOI plan.* Stabilized and improved property conditions by developing marketing strategies, implementing operational best practices, and driving customer satisfaction through enhanced service initiatives.* Collaborated with regional managers to align property management strategies with business development goals, ensuring consistent improvement in occupancy and financial performance.Implemented energy-efficient solutions and green practices, reducing operational costs and promoting environmental responsibility.

*Surpassed previous year renewal rates through improved resident communication and achieved positive NOI monthly for managed properties.* Directed a start-up property lease-up effort, achieving significant occupancy and revenue milestones.* Generated positive NOI by establishing strong leasing and marketing strategies, improving operational efficiencies, and enhancing resident communication.* Engaged with regional managers to ensure that leasing strategies and operational improvements were aligned with business development initiatives.* Introduced property management software upgrades to streamline operations and enhance reporting accuracy.

* Achieved a 35% renewal retention rate and a first-time 100% occupancy rate at Johnson Creek Crossing through creative programming and sales initiatives.* Developed and managed business plans and budgets, ensuring financial stability and improved property operations.* Improved occupancy and financial performance by implementing creative programming, enhancing resident engagement, and developing effective management plans.* Worked closely with regional managers to align property management activities with overall business development goals, driving consistent performance improvements.* Fostered strong relationships with local community organizations to enhance resident life and create a supportive environment.

* Generated ancillary savings driving a positive NOI of $175K at Oak Place Apartments through strategic initiatives.* Drove operational improvements and financial performance through strategic planning, effective management, and energy-efficient initiatives.* Collaborated with regional managers to ensure that operational improvements supported broader business development objectives, enhancing overall property performance.* Implemented community-building events and resident engagement programs, boosting resident satisfaction and retention.

* Co-chaired the Student Union Committee for the construction of a new Student Union, a $40 Million project, and maintained rule compliance on property.* Enhanced student engagement through targeted programming and developmental initiatives, contributing to a vibrant campus community.