Managed the requirements development, tenant buildouts, and relocation of the company corporate headquarters and various regional staffing offices. Standard office lease was 2,500. Corporate Headquarters totaled 272,000 sq ft, 50,000 sq ft, and 28,000 sq ft in three different regional locations for subsidiary companies. Senior leadership position supervising the company property management department responsible for all leasing activities including backfilling corporate office vacancy with outside agencies (software company and bank holding company). Direct oversight of the company leased portfolio which grew from 240 locations to over 950 sites throughout the continental U.S., 48 Canadian locations and 54 offices located in the U.K. Reviewed, approved and had signing authority for all of the company lease documents, financial commitments for lease buildouts, and ongoing property management activities. Provided leadership for a team of seven property management and leasing professionals.

Currently as an Asset Manager I have been involved in agency strategic planning sessions and housing plan discussions, which allow me to utilize my leadership skills to identify solutions that will meet the goals of the agencies, GSA and other interested parties. I have also been involved in meetings with other public entities, outlease tenants etc., in order to manage the service center portfolio strategies.

Extensive experience in evaluating market metrics, traffic counts, workspace needs and portfolio planning in order to grow the company revenue base. Initiated an alternative workspace model we called a "satellite worksite" a type of mobile work environment able to address customer needs, while limiting the sq ft requirement of a typical staffing office thereby increasing revenue psft. Responsible for strategic planning of the corporate office workforce space requirements in order to meet future growth metrics.

I have managed multiple lease negotiations in various locations across the U.S. over multiple years. Workloads sometimes exceeded over thirty lease negotiations simultaneously, in order to meet tight move in deadlines for client customers.

Initial process involved market research, space requirements, and buildout needs and budget restrictions which would result in a lease procurement, scheduling for buildout, budget and open dates n very tight timeframes. Experienced with small budget buildouts in the 2,000 to 2,500 sq ft range, all the way up to the relocation of corporate offices that required a multimillion dollar buildout effort.

As an Asset manager I am constantly monitoring negotiation schedules and buildout projects in order to maintain a firm grasp on any potential challenges to the service center revenue, Funds from operations and customer satisfaction scoring.

4Provided leadership to a team of 27 that managed the corporate real estate holdings, the leasing activities for corporate staffing offices, property management, cafeteria operations, mailroom functions, parking and all other real estate related services for three different corporate locations (subsidiary company locations) and over 950 U.S. staffing offices. Leadership for environmental remediation at one of the company owned properties. Lead role in the budgeting, schedule and scope, relocation and tenant satisfaction for all related buildout activities that surrounded a corporate relocation of the headquarters building. We purchased, remodeled/rehabilitated the old Warehouser corporate building in downtown Tacoma, WA, using various bonding, mezzanine and other financial tools to accomplish the tax credit financial arrangement, which resulted in the successful relocation of over 250 corporate employees, managers and executive offices.

I have provided yearly and semiannual performance evaluations, and also experienced the necessity of daily mentoring/coaching opportunities for an underperforming employee. Daily/weekly documenting of activities, when necessary provide the support to document behavioral issues and provide a way to correct poor performances, or when necessary, provide guidance in other career opportunities. I have also had the pleasure of inheriting underperforming employee's when acquiring leadership of additional departments. Once again, establishing clear and concise expectations is the bedrock of the leadership process.

I was promoted to the position of Director of Real estate over an individual working as the facilities manager, whom also lobbied hard for the promotion. The relationship was strained from the start with the individual feeling slighted by the Passover, and grudgingly performing work goals. Earning the individuals trust and respect was the initial goal, all the while mentoring on career guidance and growth opportunities. The result of the efforts was the individual obtaining additional development and training, which resulted in a promotion, thereby forming one of the strongest subordinate to peer relationships that I have had in my entire career. It could have easily gone the other direction without trust, respect, clear and concise performance goals (and a whole lot of patience!).

As an Asset manager, I have the unique opportunity of working together with each and every person responsible for our client agency needs, from requirements development and lease procurement, to the property management, maintenance and profitability of the entire service center portfolio of leased and owned locations.

7Currently I am not in a supervisory role, but in prior positions I had supervised and provided leadership to numerous individuals, providing daily mentoring, motivation, training, support the guidance to teams of individuals working in the various departments that I was responsible for. At one point, I had direct responsibility for 27 employees. Workload management, time management and performance goals were used in order to maintain tight schedules working in a very fast paced environment.

I was directly responsible for the training, coaching, development and success of the entire property management and facilities departments, which included leasing specialists, property managers, corporate administrative support and security staff. As an Asset Manager, I am constantly working with all of the various teams of personnel in the property management, project management and leasing teams to coordinate the successful completion of both federally owned and leased activities. Challenges arise when trying to motivate performance from individuals that I do not have any supervisory responsibilities. Constantly promoting teaming activities, providing motivation to meet deadlines and holding individuals accountable to the performance goals that are set is a constant activity. Educating cause and effect of schedule and budgetary deadlines is sometimes a helpful exercise in motivating for successful project completion. Dictating clear and precise goals, objectives, schedules and budgets at the outset of a project or activity is key to all holding all parties accountable to goals.