Anthony J. Roxstrom

acer5i@r.postjobfree.com • *** Via Marfino San Clemente CA, 92673• 714-***-****

Summary

Dynamic real estate professional with financial and accounting expertise; looking to add value to existing real estate

portfolios through: income growth, expense reduction, renovation, expansion or disposition.

Core Competencies in Real Estate Portfolio Management

Asset Management (Directed a portfolio of over 15,000 apartments units)

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Property Management (Led successful portfolio management of over 5,000 apartment units)

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Site Identification/Lease Negotiation/Construction (Sourced/built/opened 60 retail store locations)

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Expense Control/Reduction (Successfully reduced expenses with every employer)

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Certified Public Accountant

Education

Anderson Graduate School of Management at UCLA

• M.B.A Finance & Real Estate G.P.A. 3.7/4.0

University of California, Berkeley

• B.S. Accounting & Finance G.P.A. 3.9/4.0

Experience

Triple A Real Estate Investments November 2012 – Present

San Clemente, CA

Vice President of Real Estate/Partner

Oversee the sourcing, financing, renovation and ultimate disposition of foreclosed and distressed properties in Southern

California.

Western Dental Services

August 2004 –November 2012

Orange, CA

Anthony J. Roxstrom

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Vice – President of Real Estate and Business Development

Directly managed the Real Estate Department and the De Novo office growth program; including the recent expansion into

two new states. In addition, supervised the Facilities, Purchasing and DOSH Departments.

Successfully opened 60 De Novo offices, including: all demographic analyses; site locations/approvals;

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lease negotiations; construction supervision; and store openings.

Reduced $1.2 M in annual Facilities Department expenditures and $2M in annual spend from the

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Purchasing Department by rebidding vendor contracts.

Supervised the remodeling of over 90 dental offices to improve operational efficiency.

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Developed Facility Department service call tracking system and internal handyman program to improve

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overall office service performance.

Renegotiated 18 WDS leases with reduced rent and improved lease term structure.

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Capital Investment Network

January 2004 – June 2004

Huntington Beach, CA

Vice President of Real Estate

Full asset management and property management responsibilities over the mixed use real estate portfolio. Directed the

Operations and Accounting teams to achieve and exceed budgeted goals.

Increased portfolio rental income by 23.6%.

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Reduced annual expenditures by 10.2%.

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The Picerne Group

October 1999 – December 2003

San Juan Capistrano, CA

Vice President of Real Estate

Directed the asset management and property management of all domestic real estate assets. Supervised the acquisition and

disposition of all real estate within the domestic portfolio.

Increased portfolio net rental income by 12.4% in 2000 and 11.6% in 2001.

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Reduced portfolio operating expenses by 27.4% in 2000 and 12.3% in 2001.

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Implemented Resident Utility Billing System on 60% of portfolio.

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Refinanced three apartment communities with Fannie Mae.

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Anthony J. Roxstrom

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Equity Residential Properties

July 1998 – October 1999

Irvine, CA

Vice–President of Asset Management

Full asset management responsibilities over: 46 properties and 15,000 units in Southern California and Nevada. Oversaw the

acquisition and disposition of all real estate within the portfolio.

Directly supervised over $5M of capital improvement programs.

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Reduced monthly operating expenses by 8.3% by instituting per unit pricing analyses.

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Arnel Management

April 1990 – July 1998

Costa Mesa, CA

Vice President of Operations/Chief Financial Officer

Complete day to day responsibility for the performance of 19 residential properties, or 5,155 units. Directly supervised:

Regional Managers, Human Resources, Accounting, Payroll and Collection departments.

• Increased Net Rental Income to record levels by implementing bi monthly scheduled rent increase

programs and decreasing average vacancy from 8.0% to 4.4%.

• Reduced average portfolio delinquency to 0.45% through daily, weekly and monthly focus and

developing a manager bonus program on collection of aged receivables.

Reduced overall expense percentage ratio by 12.8% by restructuring on site staffing levels,

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trimming advertising, developing a new approach to bidding out landscaping and implementing an

internal on site maintenance mentor program.

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