Serving residential buyers and sellers in the Seattle area, plus single- and multi-family investors throughout the Puget Sound region.

Turning Point Asset Management, LLC manages real estate assets for its own account and on behalf of investors. The company develops new multi-family residential projects, makes equity and debt-side investments in third parties, and acquires distressed assets for renovation and resale or long-term hold. Turning Point has longstanding relationships with contractors, real estate brokers, banks, asset management companies, and private lenders, allowing the company to move quickly and efficiently from acquisition to resale.

Mr. Farrell provides consulting services to private and public clients in the logistics, real estate, and investment industries, with expertise in master planning, site selection, deal structuring and negotiation, financial modeling, pricing, financing, community relations, labor relations, and government relations. This expertise includes deep knowledge and experience working successfully with public port authorities and their local communities. Mr. Farrell offers clear, focused analysis and solutions on projects that demand time outside of a company's normal operations or expertise, and yet are critical to the company's long-term success.

"Building Great Communities and Conserving Great Landscapes." Forterra began as a land trust in 1989. The organization later identified the many links between conserving landscapes and creating great communities--in summary, it is easier to conserve great landscapes when cities are desirable places to live, and cities are more desirable when set in dramatic, accessible landscapes. The Chief Program Officer leads development and implementation of Forterra's on-the-ground programs in land conservation and restoration, community building, and development of market based tools to advance the organization's work.

Executive Advisor, 2010Executive Director & CEO, 2005-2009Deputy Executive Director, 2000-2004Revenue: $98 million (2009)Employees: 250Business Units: Container Terminals, Intermodal Rail Terminals & Operations, Autombile Processing Terminals, Breakbulk Operations, Bulk Cargo Terminals, Industrial & Commercial Real EstateSelected Accomplishments:--Co-founded the U.S West Coast Ports Coalition, comprising the CEOs of the six largest U.S. West Coast ports, for the purpose of promoting West Coast ports in business and political arenas.--Entered into an economic development agreement for marine terminal development with the Puyallup Tribe, which owns over 130 acres of industrial waterfront property in Tacoma, WA.--Completed one new container terminal (171 acres) and six renovated or expanded terminals (145, 100, 93, 58, 48 and 22 acres) under long-term agreements.--Developed a new, 145-acre automobile import and export terminal under a long-term lease.--Implemented comprehensive environmental mitigation strategy that included air, water, soil, flora/fauna, land use, built and unbuilt buffer, community and education elements.--Converted all terminal operations to ultra-low-sulfur diesel. Added diesel oxidation catalysts to terminal equipment. Instituted low-emissions fleet vehicle policy. Led customer conversion to distillate fuel usage at berth.--Created port-wide clean air strategy that engaged customers in using cleaner fuels and cleaner-burning engines through leadership, persuasion, and incentives, without fees or mandates. Achieved compliance of 60% to 90% in the first year.

Held a variety of positions, beginning with Financial & Economic Analyst in 1992 and ending with Deputy Port Director, Business & Administration.Areas of Responsibility: Leasing, Property Management, Forecasting, Financial Planning & Analysis, Policy Analysis, Marine Terminal Pricing, Organization DevelopmentSelected Accomplishments:--Completed the 5-year Marine Terminal Optimization Program and associated 5-year Financial Plan that reduced Marine Division annual operating deficit from $7.8 million to under $1 million.--Reorganized Marine Division finances from location-based to activity-based so that financial performance of individual business lines could be measured. Under location-based method, financial performance of individual business lines on multi-use facilities was unknown.--Completed conversion of a container terminal to an automobile import/export processing terminal under a long-term lease.--Negotiated termination of an industrial warehouse lease generating approximately $100,000 annually. Two months later, executed a term sheet for a portion of the same space generating approximately $1.4 million in Year 1, with $50 million tenant investment in Port facilities. Facility completed in 2000.

Client: Port of SeattleAreas of Focus: Fishing Industry, Tug and Barge Industry, Grant Writing, Marine Fueling IndustryNature of Work: Market research & analysis; pricing; financial analysis; feasibility analysis for industrial real estate acquisition; facility planning; Operational analyses for revenue maximization.