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Management Real Estate

Coppell, Texas, 75019, United States
May 29, 2010

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Mark G. Kim

*** ******** *****, *******, ** *****

(718) ***-****



(Lone Star Funds (LSF) is a global private equity investment firm that

acquires distressed debt and equity assets including corporate, commercial

real estate, single family residential and consumer debt products as well

as banks and asset rich operating companies. Since its inception in 1995,

LSF has launched funds in excess of $24 billion of capital and currently

has over $52 billion of assets under their management.)

Private Equity, Portfolio Management, Vice-President March 2009 -


VP - Governance, Compliance, & Operations

. Rapid turnaround of a failing 66 person third party outsourcing business.

Identified problem areas and addressed with "quick hit" and triaged

medium term recommendations. Developed viable future state options for

business and executed turnaround plan to completion.

. Created detailed policy and procedures for LSF Securitized Product Group

in 5 days, in response to US government requirement for firms

participating in the Public-Private Investment Program (PPIP).

. Produced detailed due diligence guide and integration methodology for on-

boarding/integrating new investments into LSF. Final product included

standard reports and dashboards, basic organization structure, and pre &

post close checklists.

. Directed business review of LSF's Residential Valuation Platform.

Project identified breakages in communication, processes, and technology;

and ultimately led to a change in platform leadership and establishment of

Service Level Agreements (SLA) between all key stakeholders.

. Partnered with asset management teams to create viable plans for the

early monetization of an underperforming fund's investments. These plans

highlighted each investment's action plan for early exit and the trade-

offs to the investment's returns.

. Created business plan for a 250 person captive offshore business process

outsourcing (BPO) center in Bangalore, India. BPO center would provide

labor arbitrage to both LSF and all its portfolio companies and estimated

to provide over $52M in combined value creation, 68% IRR, and 4.8x CRM.

. Managed year end external valuation audit (FAS 157) audit (E&Y) for LSF

North America investments.

VP - Capital Strategy & Cash Management

. Developed and controlled monthly Capital Strategy to maximize return of

capital to investors, manage third party debt service, and

determine/maintain required liquidity to service all Fund acquisitions,

distributions, and expenses.

. Material Investments include - $55B (UPB) RMBS portfolio, $6B Mortgage

whole loans portfolio (including Freddie tranche) and captive special

servicer (Vericrest Financial), Fine and Casual dining portfolio; Grocery

chain (BiLo), Bankruptcy receivables firm (B-Line), Retail mortgage

platform (Caliber), Convenience store/gas chain (Virginia Oil) as well as

multiple real estate investment LP's and Funds (commercial, residential,

resort & land developments).

. Championed capital initiatives aimed at improving returns including the

development and execution of asset level recapitalization strategies in

line with the region's overall capitalization strategy.

. Coordinated due diligence and post acquisition integration on seven

investments including a highly publicized $6.7B transaction.

. Reviewed monthly calculations for P&I distribution on CDOs and bonds held

by Lone Star Funds and confirm hedge gains, 3rd party debt and equity/debt

distribution with New York Asset Management Team.

. Conducted ad hoc financial analyses requested by New York Asset

Management team for use in trading decisions.

Interim CIO

. Served as Interim CIO for 9 months, responsible for overseeing IT

projects at Hudson Americas and portfolio companies.

. Developed strategy and delivered business intelligence/data warehouse

solution at the portfolio management level, saving LSF and operating

companies $2.5M and $1.2M in implementation and annual operating costs,

respectively (279% IRR.) Increased portfolio company exit values by $8M

to $11M.


(Kimberly-Clark is the world's top maker of personal paper products and is

a publicly-traded, $19.1 billion corporation. It operates under four

business segments: North Atlantic Consumer Products, K-C International, K-C

Professional, and K-C Health Care.)

Global Headquarters, Corporate Strategy & Finance, Senior Manager/Senior

Strategic Analyst April 2007 - March 2009

. Led Developing and Emerging market (D&E) strategic growth project core

team, which delivered a strategy that prioritized and sequenced D&E growth

opportunities that maximized long-term enterprise value while meeting

short-term investor expectations.

. Led a cross functional team to develop fact base for RIC countries that

examined overall market attractiveness, requirements for success, and

areas for potential growth. Fact base used to understand what it would

take for K-C to "win" or create a long-term sustainable profitable

positions in RIC by 2015.

. Recommended a strategic RIC triage that prioritizes investments based on

Total Shareholder Return and NPV. As a result of D&E strategic growth

project, K-C accelerated its investment to build manufacturing assets in

Russia, committed substantial resources to build in-county capabilities

and be more innovative in India, and initiated go to market strategy for

geographic expansion in China.

. Created a seven-year forecast model for K-C Chinese businesses by segment

and city clusters, utilizing the analysis of over 40 macro and micro

economic variables coupled with customer insights and competitor impact

factors. Model was used to develop China geographic expansion hypothesis

prior to go to market strategy.

. Developed new long-term working capital (WC) stretch goals for business

units by benchmarking historical performance against best in class peers.

Identified $1.5B in WC improvement opportunities in North Atlantic

inventories and international receivables.

. Briefed CEO and CFO in understanding the key drivers behind K-C WC

performance and crafted message that was delivered to Wall Street



(At $21.3 billion, Raytheon takes its place in the upper pantheon of US

defense contractors (along with Lockheed Martin, Boeing, and Northrop

Grumman). The company's defense offerings include reconnaissance,

targeting, and navigation systems as well as missile systems (Patriot,

Sidewinder, and Tomahawk), and radars. Raytheon also makes radios, air

traffic control systems and radars, and satellite communications systems.)

Executive Development Program, Corporate Development (Mergers &

Acquisitions) August 2004 - April 2007

. Drove acquisition and divestiture activities to closure by ensuring

success in due diligence, deal execution, and integration.

. Identified, analyzed and evaluated opportunities for prospective

acquisition targets specifically weighing both the financial

attractiveness of the opportunity and the long-term strategic fit.

Educated Raytheon senior leadership on the optimal metrics to examine for

M&A transactions and IRC Section 338 Elections.

. Created a new process and tool for valuation analysis in M&A transactions

that increased consistency, accuracy, and practitioner efficiency by over

400%. Received Six Sigma certification for this project.

. Led business management in improving Raytheon's largest program, DD(X)

Phase III, award fee for period 7. Raise award fee from 70% to 95%. This

increase in award fee percentage translates to $2.5 million. Received

Raytheon Achievement Award for this accomplishment.

. Negotiated the business management terms with Lockheed Martin for an $820

million Detailed Design and Integration contract.

. Developed $720 million annual operating plan with Financial Planning &

Analysis group for Missile Defense Systems.


(Big 4 - Deloitte & Touche LLP touches on all aspects of accounting in the

US. US arm of Big Four accountancy Deloitte Touche Tohmatsu.)

Management Consulting, Senior Consultant September 1997 - December 2001

. Developed the business case to outsource the administrative functions of

a major international law firm, analyzed the cost and feasibility of

developing a shared service center for administrative back office

functions, streamlined accounting procedures, saving the firm $2.5 million

in operating expenses.

. Prepared a feasibility study and measured the economic impact of building

an international speedway in Baltimore. Findings directly impacted the

state of Maryland's decision to pass on this project.

. Uncovered a major flaw with a client's newly purchased project management

system that failed to correctly recognize revenues on long-term contracts.

Saved client over $500,000 in price breaks and consulting services, and

enabled the client to better track resources and profitability.

. Performed due-diligence and merger analysis for three privately owned

companies. Uncovered during one project, crucial information that linked

a target company with organized crime.

Senior Tax Associate, Retail/Wholesale Trade Tax Group January 1996 -

September 1997

. Constructed tax models that reduced the estate tax liability for a large

privately owned real estate group by 60%.

. Researched and analyzed tax issues, and presented findings to the

Retail/Wholesale Trade Tax Group.

. Prepared complex consolidated US tax returns for a major

telecommunication group and a real estate management group.



International Program Advisor June 2000 - August 2000

. Performed operations assessment of Christian Service Society's processes

and developed a three year strategic growth plan.

. Constructed a robust loan tracking application that served as the central

repository for client information and tracks 10,000 loans.



Master of Business Administration, Concentrations in Finance,

Entrepreneurship, and Strategic Management June 2004

. Co-chair of Christian Business Students Association


Albany, NY

Bachelor of Science, Accounting, Minors: Economics/Business Administration

December 1995

Summa cum Laude, 1995, Cumulative GPA: 3.9/4.0

. Top Student Admitted to the Albany School of Business, 1993

. Beta Gamma Sigma, Business Honor Society 1994 - Elected during second

year of college


. Completed all requirements and awaiting designation for the Certified

Public Accountant (CPA) in New York.

. Fluent in Korean, 13.8 USGA Handicap Index, competitive ballroom and

swing dancing (4 years).

. Member of American Mensa

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