Post-startup leader charged with growing the business and creating scale. Develop standards of business across Business Services, Pricing and Delivery Standards. Scaling organization including vision/values, market positioning, branding and collateral creation. Core services including standards, processes and procedures, and measurement systems from enterprise-to-individuals.

Introduction role into the organization, establish presence and foothold into the needs of the organization. Provided hands-on experience in strengths and opportunities for improvement in both efficiency and effectiveness. Led the creation of vision/values, strategy toward revenue growth, and points of competitive differentiation. Created business tools and services, standards along with processes and procedures with consistent and sustained improvement. Upfit talent to deliver on great client outcomes. Made the company, "easy to do business with..."

Led a global team of 30+ professionals and director-level leaders focused on internal and external customers, expanding or creating business and support services for Business Development, Operational Excellence, Platform Technology, Procurement, Talent & Development, Marketing / Communications, Products & Services, and Training. Position elevated to report to Divisional President and COO.♦ In-position promotion as responsibilities and impact on divisional performance grew.♦ Grew capability and capacity of the team where a senior leader referred to the Platform as CBRE PJM as “the point of differentiation with the competition”. ♦ Improved internal engagement scores to the industry top quartile.♦ Increased client satisfaction by nearly 50% in 3 years, driving top-end satisfaction higher and virtually eliminating bottom-end dissatisfaction.♦ Maintained business line 10+ year double-digit CAGR.♦ Enhanced clients' experience with new product offerings and services in Supply Chain, Business Development and Talent Acquisition & Development.♦ Developed analytics tools to measure recruiting/hiring. Outcomes included, closing a $4M “lost opportunities” gap, facilitating planning to allocate re-allocate resources to the highest need and driving new operating standards and norms.♦ Streamlined customer experience by commissioning transition teams and protocols for new account start-ups to boost quality and speed up the timing of launch readiness (measured via Day 1 & Day 2 completeness and action items).

♦ Promoted for work on creating and establishing the foothold of an Operations Excellence culture. This included an Operations Excellence program (SOAR) and demonstration of turn-around capability by leading transformative change across seven at risk accounts.♦ Created division strategic and operational assessment tools to evaluate, identify, and improve operations of account teams and resulted in better costing of services and improvement of customer satisfaction results.♦ Championed recognized and differentiated service offering for internal and external customers. (include annual business planning, enterprise recognized "Ranger" program, Marketing & Communications center of excellence, Upgrading of Business Development Initiatives, new internal website and controls & standards for practicing account leaders.

As VP, led Engineering team on a major account, and within months was invited to lead a major new business Program. Expanded skill set across several leadership roles, including Program management, mission-critical environments and major account leadership.♦ Solicited by executive leadership to step away from an engineering role to project management for exhibiting the temperament for managing an aggressive, industry-leading complex rebranding program.♦ Invited to lead Program Management Office (PMO) on a $100MM+ rebranding project (Direct team of 5, indirect team of 15, also included managing multiple supplier relationships).♦ Promoted to program executive for the team which executed four subsequent rebranding initiatives on time and under budget, with capital spending of $250MM+ in four years.♦ Consulted to 3rd-party Saas application provider, improving the functionality and application of program management tools; establishing industry-standard functionality (SignChart).As Director, conducted turn-around of underperforming mission critical / data center unit which gained execution confidence recognition from the client, evidenced via improved loyalty and retention rates.♦ Promoted Account Leader Project Management (Admin portfolio).♦ Led project team executing 800+ capital projects and programs with annual spend over $250M and a staff of 80+ cross-functional professionals.