Manager Management

Michael J. Sullivan

**** **********

Milford, MI 48380

Mobile 248-***-****

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

Curriculum Vitae

Energetic, passionate and performance-driven senior executive with management expertise across multiple industries. Extensive experience with achieving measurable and quantifiable financial results while providing enduring management leadership and support. Proven ability to plan and execute strategically in diverse corporate cultures. Documented record of commitment to bringing discipline and statistical analysis to decision-making processes.

Areas of Expertise

Strategic thinking, planning and execution

Operational excellence / establishment of best practices with hard assets

Organizational restructuring / agent of change / process improvement

Management and Leadership Team development / enhanced, results-oriented collaboration

Full P & L Accountability

Development of internal and external income growth strategies, cost containment initiatives

Acquisition integration

Career Summary

RAMCO-GERSHENSON PROPERTIES TRUST 2005 to January 2015

Senior Vice President, Asset Management

Recruited to be an officer of this publicly-held REIT to provide leadership, innovation, process improvement and strategic thinking focused on growth, improving financial results, management development, and the establishment of best-in-class operational practices. Responsibilities included full P& L accountability for $2.5 billion stable asset portfolio containing 20,000,000+square feet. Functions included leasing, property management, redevelopment, construction/tenant coordination, security, and risk management. Also provided planning oversight and management support for Company’s ground-up development initiatives as well as efforts in acquisitions and dispositions.

Empowered as an agent of change and focused on improving productivity; restructured departments and reassigned department heads to create a new culture of enhanced collaboration, performance-driven planning and execution and team building. Results included improved year-over-year net asset performance, doubling of the redevelopment pipeline and more efficient acquisitions and dispositions execution.

Instilled a new benchmark of operational excellence in maintaining and enhancing the quality of our shopping center assets. Established Company’s first “Beautification” programs. Implemented web-based mobile property management application enabling real-time centralized asset information. Developed and implemented Company’s first “Sustainability Initiatives”.

Improved leasing methodology and results. Record of year-over-year increases in portfolio occupancy, transaction volume, new lease and renewal lease rent spreads, improved credit-quality of the portfolio and reduced transaction legal fees.

Responsible for regular review and improvement of internal systems and processes. Brought discipline and analysis to decision-making processes including implementing redevelopment pro forma protocols, creation of operating metrics dashboard, portfolio action planning matrix and leasing milestone flow path. Led the interdepartmental team that created and implemented a platform of reliable financial reporting and analytics including improved budget and forecasting modules as well as enhancements to the monthly financial supplement.

Led the Asset Management team responsible for 13 Consecutive Quarters of Positive NOI Growth. Combined consistent and sustainable income growth with recurring cost containment. Project 3.5%-4.5% continued NOI growth next 3-years.

Managed financial results that contributed to an increased dividend 3 years running. Average annual increase 7.4%.

RESTAURANT ASSOCIATES, New York, NY 1999 to 2005

Vice President, Operations, Sports & Entertainment 3/02 to 7/05

Corporate Director of Operations, Sports & Entertainment 7/99 to 3/02

Recruited by this subsidiary of the Compass Group to establish a durable and growing presence in North America’s Sports and Entertainment marketplace. Responsibilities included full P& L accountability for all stadium, arena and special event operations, comprehensive RFP and contractual review, division management training and development, design and implementation of annual business & action plans, as well as creation of improved standardized accounting and cost control systems. Annual managed revenues of $60-$85 mm.

Managed the growth of the Company’s tennis sector to over $21mm in annual revenue, including steady profit increases beginning in 1999.

Led the company’s expansion into stadium and arena sector, including BankOne Ballpark, America West Arena, new Cleveland Browns and Philadelphia Eagles stadiums, Hollywood Bowl and Montreal Alouettes Football with average annual revenue combined over $50mm. Coordinated Company’s design and capital programs in new venue construction and expansion projects.

Successfully managed Compass’ first-ever Olympics experience in 2002 Winter Olympics in Salt Lake City. Achieved documented operational excellence as well as unprecedented profitability.

Pioneered Company’s rollout of branded concepts for concessions operations division-wide. First-ever branded exposure at the US Open Tennis Championships.

Responsible for the implementation of integrated POS systems for all stadium events including networking platforms with standardized financial reporting and field cost controls.

Provided leadership and strategic thinking resulting in the growth of division management from 3 to 15 full-time, salaried managers.

ARAMARK Corporation, Philadelphia, PA 1993 to 1999

Group Manager, Meadowlands Sports Complex 4/97 to 7/99

General Manager, Giants Stadium

Responsibilities included full P&L responsibility for $40mm per annum stadium, arena, and racetrack operations. Business segments included concessions, retail merchandise, luxury suites, fine dining restaurants and clubs, as well as hotel-style catering. 3 general

manager direct reports plus 42 management staff.

Responsible for profit improvements of $1mm in each of two successive fiscal years through new cost controls, improved product delivery, more disciplined financial analysis and reduced product and labor costs.

Led the corporate initiative that dramatically improved product and service quality of premium services segments complex-wide through acquisition of new culinary management team, revamped menu cycles, as well as new service training techniques.

Directed complex-wide rollouts of key Finance and Accounting platforms including Internet ordering capabilities in premium services, implementation of LAN-based financial reporting as well as safe food handling training programs.

Brought stability and professionalism to formerly tempestuous relationships with 6 major league franchises and key New Jersey Sports and Exposition Authority client.

General Manager, Louisiana Superdome 7/95 to 4/97

Responsibilities included full P&L responsibility for $10mm per annum operations, including concessions, luxury suites, restaurants, and catering. 10 management direct reports for this management fee account.

Reduced key operating expenses in product and labor costs through better forecast modeling, tracking, reporting, and controls.

Increased top-line sales and event per capitas by 15% in each of two successive fiscal years through new and aggressive catering marketing initiatives and more efficient Concessions product merchandising and delivery.

Implemented a new, integrated LAN that lowered costs through automated reporting, controls, and inventory management.

Successfully managed company’s first ever Super Bowl XXXI and BCS Sugar Bowl National Championship.

Director of Food & Beverage, Oriole Park at Camden Yards 1/94 to 7/95

Responsibilities included full P&L responsibility for $8mm per annum operations, including luxury suites, restaurants, bars, catering, and concessions manual food production. 8 management direct reports.

Led the team that achieved increased EBITDA by $500k in each of two fiscal years through a 10% reduction in product costs and an 8% reduction in labor costs.

Directly responsible for increases in off-season catering sales to a Company-record $2mm annually through aggressive regional marketing and sales initiatives as well as the creation of a hotel-style sales and operations team.

Developed and implemented training programs for management and service personnel. Created management “farm team” resulting in dozens of promotions to other division accounts.

Service America Corporation, (now Centerplate), Stamford, CT 1986 to 1993

General Manager, Baltimore Convention Center 6/89 to 12/93

Responsibilities included full P&L responsibility for $4mm per annum operations, including hotel-quality catering, permanent and portable concessions, extensive coffee and exhibitor booth services.

Led the team that increased EBITDA by 20% in each of three consecutive fiscal periods by maintaining 19% product and labor costs.

Directly responsible for increases in catering sales 10% annually in three consecutive fiscal periods through better strategic pricing and innovative menu package development.

Implemented an integrated network for cash handling and reporting, payroll, and financial reporting which dramatically improved efficiency and accountability.

Coordinated Company’s position in design phase of facility expansion project.

Executive Chef, Baltimore Convention Center 10/86 to 6/89

Responsibilities included supervision of day-to-day culinary operations, menu

development and sales interface, hiring and training. Utilized extensively at other

Company accounts for Special Events and Openings.

The Inn at Perry Cabin, St Michaels, MD – Executive Chef 12/84 to 10/86

Cator House Restaurant, Cambridge, MD – General Partner/Manager 8/83 to 12/84

Warren Tavern c. 1745, Malvern, PA - General Partner/Manager 3/81 to 8/83

Upper Crust Café, Radnor, PA – Restaurant Manager 3/80 to 3/81

Education

St. Joseph’s University, Philadelphia, PA 1980

BA, International Relations

Certifications/Affiliations

National Association of Concessionaires

NAREIT

ICSC

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