owner

MICHAEL H. JACOBSON

**** ** **** ****** **********, FL 33322 413-***-****

**********@***.***

Operations / Construction / Property Management ( Creating Strategic

Vision ( Creative Problem Resolution

PROFILE

A results-focused, goal-oriented, leader and manager with an in-depth

knowledge in all areas of commercial and residential real estate

construction, property, and operations management Skilled in developing

and implementing innovative corporate-wide policies and procedures, and in

designing and delivering training programs Recognized as the key "go-to"

person by management and peers with the ability to consistently devise

innovative, often low cost solutions to everyday business problems

Adept in building strong, lasting relationships with widely varying

individuals A thorough negotiator, with excellent skills in researching

and analyzing situations and "seeing the big picture" when making a

decision Recognized as an articulate professional who knows how to

develop and maintain excellent working relationships with management, staff

and clients.

EXPERIENCE

SUN STAR DEVELOPMENT & COMPANY INC., Tamarac FL

PRESIDENT

July

2005 to Present

A small to medium sized general contracting firm dedicated to delivering a

high quality product on time.

I used my entrepreneurial background to conceive a visionary contracting

firm which is based on a high quality product. The company has served over

295 plus contracts ranging from $30,000.00 to $975,000 since its inception.

The contracts included single family home additions to retail store build-

outs. I was able to build a reputation for completing a store renovation

for landlord and owners on time and on budget with ultra high quality.

BORAN, CRAIG, BARBER & ENGEL, Naples Florida

West Coast Florida Mid-Sized Full General Contracting Firm Specializing in

Luxury High Rise Construction

ASSISTANT PROJECT MANAGER January 2005 to July 2005

Recruited to a large Florida west coast General Contracting Firm to help

them restore the project timeline and get the project back on track for one

of there largest clients.

L. PERES & ASSOCIATES, Edgewater, New Jersey

VICE PRESIDENT of OPERATIONS June 2001 to August 2003

Hired into the company in recognition of the solid tack record of improved

operational efficiencies and turn arounds with both Davis & Partners, and

Kushner Companies. Given full accountability for the day-to-day management

of seven million sq.ft.of shopping centers, 600+ apartment units, and

580,000 sq.ft. of office space through a team of 27-property management

professionals. Coordinate all physical maintenance including landscaping,

snow removal, and daily mechanical street sweeping. Started a new program

to smooth the transition from our construction division to the property

management division.

1. More than tripled the gross profits of the company's sweeping service

after directly becoming involved in the sales of these services. Due to

my improved quality control the company grew sales to new customers that

at the time were national big box tenants.

2. Through hands-on involvement in every aspect of day-to-day operations,

freed up company ownership to focus on the critical aspects of new

property acquisitions and new property development.

DAVIS & PARTNERS, New York, New York

A multi-billion dollar real estate development, management, and

construction company.

COO / CONSTRUCTION / SPECIAL PROJECTS MANAGER June 1999 to June 2001

In a very fast-paced, highly demanding environment that requires the

ability to efficiently multi-task numerous simultaneously occurring

projects, have responsibility for developing new ideas and leading the

efforts to bring greater organization to the operation.

. Coordinated the completion of a $120 million, 72 unit ultra luxury

condominium project with elaborate amenities that included a brand new

tower and an existing historical structure. Applying the systems

refined in the Wellington and Century Tower projects, brought a project

that was eleven months behind, in ahead of schedule, saving the company

$10 million in project costs.

. Function as a Mechanical Superintendent assuring that what was purchased

for a project was installed and works properly.

MICHAEL H. JACOBSON

Page two

KUSHNER COMPANIES, Florham Park, New Jersey

A multi-state residential real estate developer and property management

company with more than 30,000 units and six million sq.ft. of commercial

and industrial properties managed, and the owners of the seven branch

Norcrown Bank.

NORTHEAST REGIONAL PROPERTY MANAGER / OPERATIONS DIRECTOR November 1994

to June 1999

Through a staff of 30 have responsibility for directing a crisis management

division charged with realigning distressed real estate holdings.

Participate in all aspects of corporate management, and personally oversee

on-site property management functions as needed.

. Conceived and directed the turnaround of a large garden style apartment

complex in Orange County, NY for Kushner which within 2.5 months had

repositioned the property in the marketplace moving it from last to

first place, improved collections to from 40% to 98.9%, brought

vacancies down from 40% to less than 2%, while simultaneously increasing

market rents by 15%.

As a direct result of these actions, the property was able to be sold

for a $4 million profit, versus a loss if it was sold as it was.

. In an effort to reduce costs, and improve the way units were prepared

between tenants, developed and implemented a program which fundamentally

altered the way the company handled post tenant maintenance. The key

feature was the implementation of an extended period of pre-move

notification, and a staggering of move times to eliminate an end-of-

month crunch. The program successfully addressed all major concerns,

and it allowed greater time to handle minor repair/touch up activities

which were not being done before.

CENTRAL LUMBER MANAGEMENT COMPANY, INC., Elizabeth, New Jersey June

1990 to October 1994

A tri-state real estate enterprise managing a variety of real estate

holdings.

VICE PRESIDENT of FINANCE and OPERATIONS

In a position with diverse functions and responsibility, directed all

aspects of operations and financial administration. Developed and

implemented $10 million in capital improvements, payroll, and legal

filings, and supervised accounts receivable/payable functions.

. To help Central Lumber Management Company move to the next level of

operational and financial success, led the efforts that identified all

areas of opportunity that would result in immediate positive cash flow

improvements. Within six months the company was able to reduce payroll

by $100,000 annually through improved operational efficiencies, while

simultaneously increasing monthly receivables from $550,000 to $850,000.

. Supervised 125+ employees including 25 direct report headquarters

management and support staff.

. Oversaw 47 residential properties with more than 3,300 total rental

units. This included garden complexes, mid-rise, and high-rise

properties in North and South Jersey, Syracuse, NY, and Philadelphia,

PA.

. Upgraded the company's entire computer system, playing a key role in

identifying emerging technologies which enhanced overall operational and

staff performance.

. Through aggressive, focuses negotiations secured a property for $4

million less than the seller originally wanted, providing the financial

capital to complete a thorough upgrading of the property. The newly

remodeled complex was then successfully repositioned as one of the

premier, and highest priced rental communities in the area.

ACHIEVEMENTS

Page three

1. Recognizing a need to dramatically turn around the procedures and

processes used in the final construction phases by a major NYC Real Estate

Company was specifically asked by the company's ownership of to develop

entirely new systems for completing the projects.

- Assumed responsibility for completing the Wellington Tower project, a

151 unit, $90 million luxury project, and used the project to develop and

refine the use of a new punch list system. This included identifying all

participants in the project, and creating a standardized method for

identifying all open items on punch lists ranging from an overview of the

entire project down to unit specific items in each unit a computerized

database. Also, used the database to identify and address numerous

regularly occurring quality control issues.

- Strategically used withholding of vendor payments, and incentive

clauses to assure each of the items on the punch lists were completed.

- As a direct result of the comprehensive efforts to create

standardized punch list systems, and the implementation of a computerized

database, all of the 3,900 initially identified items were completed on-

time, saving the company in excess of $500,000.

2. Leveraged the experience gained in the Wellington Tower project and

applied them to the $90 million, Century Tower project. The project, a

128 unit ultra luxury apartment complex on the Upper East Side, was 40%

completed, and over six months behind schedule.

- Took a significant leadership position in the company by

recommending the termination of the general contractor and the

establishment of the company's first in-house construction team.

- By holding daily meetings and personally coordinating the

project on-site, returned the project to its original schedule and

budget.

3. Recognizing that the fact that the NYC Real Estate Company, with seven

separate divisions, was growing too large to be managed effectively as a

single operation, worked directly with the principal owner to devise a

workable plan that allowed each of the companies to be setup as individual

companies under an umbrella organization. One of three executive managers

to identify and hire new CFO's, Controllers, and related accounting

professionals, as well as new Property Managers and administrative support

personnel.

4. Function as the Operations Completion Coordinator for a NYC Real Estate

Company, tasked with assuring all aspects of a project were fully

completed in accordance with all specifications before the buildings were

turned over to the internal management company.

5. Specifically selected by Kushner Companies ownership to identify,

problems, improve profitability, and turn around a negative relationship

situation with township officials. Completed detailed historical research

into the situations, conducted interviews with selected tenants and

implemented a series of steps allowing the property to run in a

consistently smooth manner. The steps included:

- Created the first comprehensive set of operational systems and

procedures, and altered many management/tenant policies;

- Implemented a broad-based capital improvement program which was

combined with aggressive area property marketing to fill all available

units, retraining property personnel emphasizing tenant relations, and a

renewed emphasis on current tenant retention.

- The actions produced a reduction in turnover from 57% annually

to less than 45%, the property went from a $575,000 loss to a greater

than $1 million profit, vacancies are running at 1.3%, and the property

has been repositioned within the market so it now is the second most

expensive in its market. The entire process was so successful the

company is in the process of acquiring another 2,000 units to manage

(3,500 total), leaving approximately 600 units in all of Plainsboro, NJ

not under Kushner management.

EDUCATION

B.A. SOCIAL SYSTEMS and POLICY, University of Hartford, West Hartford,

Connecticut (1985)

Holder of a current Florida Broker's License and Florida General

Contractor's License, Florida CAM license candidate

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