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Forward-thinking and dynamic professional with 20+ years of accountable leadership experience in delivering client-centric business and technology solutions across all aspect of the Real Estate Asset lifecycle. Skilled at understanding stakeholder priorities, abstracting the various needs of Corporate Real Estate organizations, and synthesizing the RE/FM challenges they face into transformational programs that drive measurable business outcomes.ÌýÌý

CAREER OVERVIEWÌý

Accenture, LLP, New York, NYÌý

Principal Director, Intelligent Asset Management, Aug 2019 – PresentÌý

Clients Served: Google, AMEX, Duke Energy, Fairfax County Park Authority,ÌýÌý

• REWS client account lead for Google driving a multi-year program ($20M revenue YTD) of functional strategist and technical developers that landed projects resulting in over $190M of annual business value of which $76M was recognized as annual cost avoidance. â¶Ä¯Ìý

• Established REWS internal library of consulting assets and accelerators including the deployment of the Business Process Management (BPM) suite to enable practice-wide standardization, global scalability, and continuous improvement of resources Ìý

CBRE, New York, NYÌý

Senior Client Strategy Consulting Manager, June 2018 – Aug 2019Ìý

Clients Served: Bank of America Account (NYC Portfolio)Ìý

• Developed NYC market strategy and implementation plan for the relocation of ~14,000 employees over a 5-year period to achieve a reduction in BofA’s real estate portfolio by ~35% (1.6 MM RSF) Ìý

• Led NYC Planning team to develop market tactics and identify preliminary scopes of work, cost estimates and schedule for an intricate phasing of business unit relocations Ìý

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Newmark, New York, NYÌý

Director, Operational Excellence – Global Strategy Team, March 2014 – June 2018Ìý

Clients Served: Dow Chemical, Ricoh, Regeneron, GSK, NYP, Beacon Health, NBCUÌý

• Benchmarking and solutioning CRE organizations with best practice in portfolio strategy, business process improvements, technology optimization, cost savings and organizational agility. â¶Ä¯Ìý

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CBRE, New York, NYÌý

Facilities Manager, May 2011 – March 2014Ìý

Clients Served: PepsiCo Account (World HQ & NYC Design Center)Ìý

• Managed the buildout and commissioning of PepsiCo’s premier Global Design & Innovation Center with a total CAPEX budget of $15 Million, ~20,000 SF and 150 occupants Ìý

• Effectively supervised a 150,000 SF, 300 occupant office space for PepsiCo Ìý

• Successfully organized and executed 800+ high profile meetings and events at PepsiCo’s World Headquarters Ìý

Masters Facilities Planning & Management, Ä¢¹½´«Ã½ 2014

Bachelors Business Management & Accounting, Siena College 2010

Financial ServicesÌý

• Bank of America: Developed NYC market strategy and implementation plan for the relocation of ~14,000 employees over a 5-year period to achieve a reduction in BofA’s real estate portfolio by ~35% (1.6 MM RSF). Led NYC Planning team to develop market tactics and identify preliminary scopes of work, cost estimates and schedule for an intricate phasing of business unit relocations Ìý

• American Express: Led a Real Estate & Facilities Management Service Provider selection including restructuring of supplier contracts, creation of a globally standardized tiered service delivery model and created the RFP documentation in collaboration with the client’s Procurement organization. â¶Ä¯Ìý

• Hankcock Bank:Ìý

• Discover: Engineered processes to optimize Real Estate and Facilities Management operating models including inter departmental touchpoints, technology workflows and implementation â¶Ä¯Ìý

• Duke Energy: Delivery Lead for an end-to-end deployment of IBM TRIRIGA’s Real Estate Module including migration of 23k Sites, ~800k land units and 375k related transaction projects from a legacy system. Ìý

• TransAmerica:Ìý

Public Sector:Ìý

• Fairfax County Park Authority: Delivery Lead on an Asset Strategy and Management program to enable capital prioritization and decision making for 23,000 acres, 427 parks, 370 structures and over 17M visitors per year including development of an asset classification framework aligned to industry standards, frameworks for maintenance strategy, asset criticality and condition assessment. Facilitated a system selection with 4 industry leading vendors to enable the Asset program â¶Ä¯Ìý

• Nuclear National Laboratory (Federal Government):Ìý Operations assessment and technology/data implementation project including enterprise asset strategies and 3-year execution plan for a reduction of 8% in maintenance operations costs Ìý

Health:Ìý

• Regeneron Pharmaceutical: Integrated workplace management system selection process including client workshops, process re-engineering, master data strategy, requirements gathering, vendor demo scoring and analysis, recommendations, RFP process documentation and vendor implementation oversight â¶Ä¯Ìý

• Steward Health: Lead the development of asset data classification standards to operationalize BIM models for implementation across the New England real estate portfolio Ìý

• Beacon Health Options: Organization design engagement with the Facilities Management group resulting in a 50% reduction in their service delivery organization and achieved corporate mandated reductions of 6% of total operating costs Ìý

• New York Presbyterian Hospital:Ìý Developed program and strategy to deploy over 300 mobile devices to the Operations and Maintenance personnel across 5 campuses in New York City. Trained and demonstrated mobile applications and device functionality for over 100 devices Ìý

• Ascension Health:ÌýÌý

• Glaxo Smith Kline: Framework of internationally recognized space standards to aid in the deployment of a Total Cost of Occupancy model including data strategy and feasibility analysis â¶Ä¯Ìý

EducationÌý

• Northwestern University: Harmonized business processes identified technology requirements to execute on key organizational decisions â¶Ä¯Ìý

Hi-Tech:Ìý

• Google: Successfully led ~$2.1 MM of RE technology project work including development of a baseline value capture framework, Global stakeholder requirements gathering, future state journey mockups/personas, vendor evaluation and build vs. buy assessment (RFI/RFP). Standardized a business impact measurement framework to assess the business value of each RE tech request considered by Google REWS. Developed an operating model and detailed functional charters to enable the client’s RE/FM Tech organization to scale with evolving business unit needs Ìý

• Ricoh: Real Estate Operations Assessment including functional, organizational, and financial analysis resulting in the identification of 8% saving in total annual operating costs. Developed a roadmap that comprehensively documents a multi-year strategy to recalibrate its operating budget savings to invest in modernization of workplace technology Ìý

 M±ð»å¾±²¹:Ìý

• NBC Universal: Process maturity assessment, master data audit and exchange planning for portfolio and space management functions resulting in a multiyear technology implementation plan/contract Ìý

 R±ð³Ù²¹¾±±ô:Ìý

• ²Ñ³¦¶Ù´Ç²Ô²¹±ô»å’s: Business processes for McDonald’s Europe as well as harmonization efforts between various regional operations for implementation of IWMS solutions â¶Ä¯Ìý

• Philip VanHusen (PVH):ÌýÌý

 I²Ô»å³Ü²õ³Ù°ù¾±²¹±ô: Ìý

• Dow Chemical:Ìý Develop three distinct post-merger (DuPont) RE/FM organizations for including scalable global service delivery architectures, functional charters, and core competencies Ìý