Manager Real Estate

David J. Mathias

*** ******** **** ***** **** Beach, FL 33408

Cell: 401-***-**** www.linkedin.com/in/davidjmathias *************@*****.***

Profile: Chief Financial Officer

Property Management Community Management Real Estate Development Asset Management Non-profit

Over 10+ years of success in directing financial operations, decreasing costs and improving operations

Highly-accomplished Chief Financial Officer/Controller with more than 10+ years of extensive experience directing finance operations for companies and non-profits (501(c)(3)). Solid analytical, problem solving, decision-making, and negotiation skills. Well-versed in property acquisition, financing, leasing, brokerage, management, divestiture, cash flows, budgets, projections, syndications and due diligence. Skilled in raising portfolio valuation through effective debt management, marketing, and property operations. Understand computer systems from accounting and management perspectives.

Talent for empowering multi-disciplinary teams. Earned top results on manager feedback surveys. Motivational leader with high expectations and dedication to excellence.

Examples of Financial Leadership Effectiveness

Decreased operating budget by more than 8% from $5.2M to $4.8M for Newport Restoration Foundation.

Raised investment income on idle operating funds from $0 to $30K for Newport Restoration Foundation.

Increased capital base for Hope Community to provide reserves by converting under-utilized assets held by affiliated companies into current reserves.

Core Skills Include: Strategic Financial Planning Financial Operations Financial Analysis Internal Controls

Cost Benefit Analysis Budgeting Auditing Cash Management Investment Management Negotiations Cost Savings Efficiency Enhancement

Professional Experience

GRS Management Associates, Inc., Lake Worth, FL – Corporate Controller August 2014 – May 2017

Successfully integrated the combination of two similar sized dynamic and rapidly growing community management companies that managed over 200 Communities with 35,000 Owners. Created new chart of accounts and general ledger format with unique profit centers for better data analysis, combined all insurance coverages while negotiating reduced overall premiums and more comprehensive coverages, consolidated vendors, reorganized work flow and reassigned staff based on new operating procedures. Responsible for cash management and investments, 401(k) plan, capital contracts negotiations and review, corporate taxes and audits. In addition through the Director of Finance, who reported directly to me, I oversaw the community management accounting department that employed 14 staff.

Renegotiated bank debt lowering interest rate and resulting in several thousands of annual savings.

Discovered an internal control weakness that resulted in tens of thousands of dollars in uncollected credit card transactions, implemented new procedures that corrected the flaw and prevented reoccurrence.

Fine-tuned financial operations so that monthly Financial Statements for 3 company’s (Real Estate Brokerage Company, Real Estate Investment Company, and main Community Management Company) were issued by the 5th of the month.

Experience Continued….

Newport Restoration Foundation, Inc., Newport, RI - Chief Operating Officer September 2007 – April 2013

In charge of all financial operations for this historic preservation, real estate property manager, and museum organization with $5.2M revenue and 70 staff. Established standard business practices and financial disciplines. Accountable for cash management and investments, 401(k) plan, capital contracts negotiations and review, as well as reporting to the Board, taxes and audits. Directed organization’s budget of $5.2M and staff of 40 through 5 Supervisors.

Reduced operating budget from $5.2M to $4.8M, an 8% annual decrease.

Reorganized and streamlined all accounting and reporting functions.

Added new software products to maximize efficiencies and strengthen internal controls.

Enhanced management reporting information with highly-flexible reporting structure.

Decreased cost of audits from $50K to $33.5K, a 33% reduction; sourced new auditor and instituted internal controls while improving legacy financial procedures.

Established 1st Investment Policy Statement and increased earnings on idle operating cash by more than $30K.

Orchestrated transition of the Foundation’s 401 (k) plan from a brother/sister related party structure to complete internal responsibility.

Selected new investment service providers, 3rd party administrator, and investment consultants in compliance with new ERISA regulations.

Initiated 1st Comprehensive Capital Needs Assessment for 70 historic homes as well as the Founder’s (Doris Duke) summer home now operating as an historic house museum.

Developed plan for funding and implementation of the recommendations.

Hope Community, Inc., New York City, NY - Chief Financial Officer July 2002 – September 2007

Recruited and charged with management of all finances for this non-profit owner, manager, and developer of housing.

Organization operated through various affiliated companies with total revenue of $30M+ and 90 staff offering subsidized housing, financial counseling and community integration. Directed daily cash management for more than 30 separate entities and budget preparation for the enterprise. Reviewed budgets for entities prepared by the Controller. Coordinated and reviewed external audits. Handled all financial transactions for new real estate developments, including participating in Request For Proposals relating to new projects, organizing financing, identifying equity investors, and evaluating /selecting best proposal and organizing transaction closings, processing monthly construction requisitions, and preparation of final cost certifications upon project completion. Directed $1M budget and supervised staff of 8.

Organized finance operations to enhance efficiency and insure accurate and timely financial reporting.

Increased staff productivity.

Cut time to reconcile tenant accounts for subsidiary receivables from 15-20% to 1%.

Obtained Finance Committee approval to reduce reporting frequency from monthly to quarterly due to increased confidence in financial operations and reporting thus enabling Board to devote time to more important financial issues.

Raised capital base to provide higher reserves; converted under-utilized assets held by affiliated companies into current reserves.

Structured and closed numerous tax credit syndications.

Highly-involved in negotiations and deal structuring with various joint venture partners in response to RFP’s for development projects totaling in excess of $1B.

Prior experience includes Controller and CFO at The Kent Companies that operated and built restaurants and single family homes/subdivisions, and Chief Operating Officer and Treasurer at The Marathon Group of Companies, an integrated multi-state owner, developer, and manager of shopping centers and other commercial properties, as well as Controller at Woloohojian Realty Company, an owner and manager of subsidized and conventional housing, and Senior Accountant at Laventhol & Horwath, a large accounting firm.

Education

B.S., Accounting, University of Massachusetts

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