COO/VP – CONSTRUCTION, REAL ESTATE, PROPERTY MANAGEMENT
Experienced Construction, Property Management, and Real Estate investment executive with expertise in increasing revenues and profit margins. Extensive background in financial planning and budget management, business forecasting, sales and marketing, operations and developing standard operating procedures process improvements and systems implementations. Cost-effectively oversee contract negotiation and purchasing, implementing cost controls to reduce spending, and developing strategies to increase cash flow. Solid record of building, training, and leading top-performing support teams; strategically plans and coordinates workflow and human resources for optimal coverage while containing labor costs. Proactively monitor industry trends and developments, including competitive services and marketing activities; expertly identify and capitalize on opportunities to penetrate and develop markets. Facilitate client-focused, service-oriented environment vital to maximizing customer satisfaction and retention. Ensures optimal levels of safety and compliance with all regulatory guidelines.

PROFESSIONAL EXPERIENCE
Confidential, Old Bridge, NJ 2000 – Present
$60 million company that owns and manages over 5,000 multi-family units in New Jersey and Florida.
Vice President, Chief Operating Officer – Manage 97 employees

• 430 acre General Development Plan (GDP) for 1,500 residential units and 600,000sf of commercial/ retail space needed design and site plan submission to the planning board within 90 days or the GDP would expire: Project was submitted and accepted ahead of schedule. Approval received for the development of 1,384 residential units and 600,000sf of commercial/retail space. Permits were acquired and street clearing/grading, site clearing and utility installation has begun.
• Approximately 2,400 older apartments that were worn and aged, had maintenance costs increasing, rents remaining stable and occupancies declining. Designed, budgeted and implemented an apartment unit rehabilitation and upgrade program: Apartments were once again visually appealing with up to date appliances and occupancies increased to 97%. Maintenance costs decreased 45%. Market Rents increased 20%.
• Deterioration of apartment balconies and railings raised safety concerns in a 550 apartment high rise building. Hired a structural engineer for the development of a specification and developed a creative and operational blueprint and schedule for the restoration. Managed the estimating, bidding, scheduling and construction of the project: Project was completed 6 months ahead of schedule and 10% less than estimated. Occupancy increased by 15%. Gross income increased by 33%.
• Strip mall with second floor offices was 60% vacant and in need of repairs. Hired architect, directed the design of the mall’s facelift and repairs. Estimated and budgeted the project, managed the bidding and award of contracts, supervised the solicitation of leases, negotiated lease terms and conditions: Property became 85% occupied prior to the completion of construction.
• Re-organized staff to improve performance. Assessed the organizational chart as well as the team’s skill sets. Developed departments of functional expertise, i.e. accounting, construction and maintenance, property management, marketing and IT. Created job descriptions and trained employees. Hired new employees with required skill sets to fill voids:  Vendors and contractors now paid on time increasing their speed of service. Decreased the number of tenant complaints by 40%. Increased the quality of tenants reducing delinquencies by 15%.
• Evaluated the best-in-market accounting packages for property management and guided procurement, installation, training and the migration of the software for every property in 3 states: Reduced accounting errors by 25%. Improved the overall productivity of accounting by 60%. Increased the time in which money is deposited by 3 to 5 days. Increased the accuracy of reports, thereby reducing erroneous delinquency notices to tenants.

Confidential, Roseland, NJ 1983 – 2000 
$40 million Property Management Company and General Contractor performing work in general construction, design build and construction management for commercial, educational, institutional, industrial facilities, and historical restoration projects.
Vice President & Member of Board of Directors – Managed a staff of 45.

• Coordinated, scheduled and supervised the asbestos abatement and rehabilitation of an occupied 300,000sf office building for a Fortune 500 company: Efficiency in timing and dollars increase the profit by 40 % over the projected estimate as the project was completed on time and within budget. Client\'s satisfaction resulted in additional construction contracts at other locations.
• A national accounting firm\'s 60,000sf regional tenant space project was stalled due to an impasse with the landlord. Personally solicited the work from the landlord and tenant, performed the duties of a liaison between them and assisted in the negotiation of a lease. Directed the design and construction build out: The project was completed 15% below budget and 2 months ahead of schedule. Efficiency in timing and cost control increased Briscoe’s profit by 30% over the estimate.
• Increased cash flow from Real estate holdings by over 35%: Supervised improvements to the real estate. Executed leases, including a major lease with a Fortune 500 company. Reduced vacancies to under 10%.
• Previously, Project Executive & Member of Board of Directors, and Director of Sales & Contract Administrator.

EDUCATION
Bachelor of Business Administration 
PROFESSIONAL AFFILIATIONS
Shore Builders of Central New Jersey Board of Directors
Woodbridge Township Planning Board Member
Woodbridge Township Environmental Committee Member