Human Resources Property Management

MATTHEW JENNINGS

Phone: 347-***-**** E-mail: ****************@***.***

Attention: Human Resources Department

Attached are my resume and cover letter for your consideration. My qualifications fit your needs adequately for the position your company seeks to fill. My talents have been utilized to manage numerous Commercial, as well as Residential Properties efficiently as well as strategizing effective tactics of problem solving the most demanding situations.

My Managerial and Accounting experience have been with Community Based Organizations, Property Management, and Community Renewal. Other experience includes contract negotiations, government grants, construction, staff hiring and training, tenant government recertifications, public relations, fundraising, light social work, organizational restructuring, and detailed financial reporting. In addition to being exposed to this type of work, I have had the opportunity to work with CBO’s as well as private organizations and I currently manage over a half of billion dollars in assets.

I welcome the opportunity to meet with you face to face to discuss my professional experience. With extensive work experience in the field of Real Estate and having exposure to both management and accounting makes me an asset to your company. If you have any further interest about my resume, please do not hesitate to contact me at 347-***-****.I look forward to hearing from you.

Sincerely,

Matthew Jennings

MATTHEW JENNINGS

Phone: 347-***-**** E-mail: ****************@***.***

EXECUTIVE SUMMARY

Innovative and results driven leader focused on achieving exceptional results in highly competitive environments that demand continuous improvement. With the ability to consistently increase productivity, and economic efficiency, while reducing operating cost, experienced in driving product, process, and customer service improvements within a team environment while simultaneously building partnerships with key business decision-makers. Areas of expertise in:

Operational & Strategic Planning Budgeting & Forecasting

Project Management Accounting and Financial Reporting

Contract Negotiations Financial and Operational Audits

Client Relations & Retention Organization Restructuring

Marketing Labor Unions

PROFESSIONAL EXPERIENCE

Monadnock Property Management LLC, Brooklyn, NY

A property management company formed solely to manage properties that are developed by its sister company Monadnock Development LLC and built by its other sister company Monadnock Construction.

Chief Financial Officer 04/23 to 10/24

Identified and took corrective action on issues related to the transition of accounting functions from third party management companies to Monadnock Property Management while correcting previously issued financial reports to investors.

Work with the management team to advise a better process for transition to uncover material misstatement of financials prior to transition.

Reconfigured pre-existing Yardi setup while adding and setting up additional Yardi modules and functions to better utilize Yardi Voyager in a more efficient manner.

Reviewed commercial leases and residential leases to rectify incorrect billing and revise lease renewals based on regulatory compliance.

Reconciled retroactive NYCHA and HUD Section 8 voucher payments due to transfers, lease renewals and reinstatement of vouchers.

Managed treasury functions.

Manage audit process with external CPA’s.

Financial reporting on complex entities with multiple owner structures to external investors and internal partners

Interviewing, Managing and preparing performance reviews for all accounting personnel.

Electchester Management LLC, Flushing, NY

A property management company formed solely to manage 5 Mitchell Lama Co-ops with over $30 million in annual gross receipts and 2400 units of housing within 38 buildings.

Chief Financial Officer 07/08 to 04/23

Led all six companies in a turnaround effort that took them from near bankruptcy and declining stability, followed by rapid recovery with positive cash flows and short-term debt resolution in less than one year. Over 80 employees (of which 76 are union) had to reorganize processes and workflows across all six companies into a uniformed format which relinquished resources that are now used to accommodate tasks that were once outsourced.

Transitioned each company from a small shop operations environment into a structured corporate setting, which now facilitates the flow of information from the frontline staff to the executive staff and board members more effectively and efficiently.

Eliminated the outsourcing of the accounting functions by creating an accounting department, acquired and implemented an accounting software system known as Yardi Voyager. Thus, creating savings of $300,000.00 per year.

In reversing each housing company’s negative cash flow by constructing and implementing lean budgets and financial forecasts each company is currently able to set aside several hundred thousand dollars in operating and capital improvement reserves each year.

Restructured purchasing and inventory functions by streamlining the purchasing to one department and eliminating the outdated method of purchasing unneeded inventory in bulk to the just-in-time inventory method. These revised functions have effectively controlled inventory and have diminished the need to discard obsolete or spoiled inventory.

Cut 80% of administrative overtime by redesigning all administrative positions and eliminating the duplication of tasks.

Guiding the general manager and the managers with DHCR requirements and reporting as well as budget tacking and prioritizing capital and maintenance task have kept all 5 housing companies from previously incurred budget overruns.

As a result of redirecting the approach on L&T cases the collections of accounts receivable have increased by 70%.

Worked with the investor who will hold the note, the servicing bank and HUD on five FHA loans totaling $150,000,000.00.

Administer five construction & refinance loans totaling 190,000,000.00.

MATTHEW JENNINGS

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Jewish Association for Services for the Aged Community Guardian Program, New York, NY

A non-profit social service agency, which specializes in serving the aging community.

Associate Financial Manager 01/05 to 07/08

Secured the economic integrity of incapacitated clients by marshalling all of their liquid assets, stocks, bonds, real estate holdings, and any other assets that may be deem valuable. Also safeguarded all incapacitated clients from being vulnerable to opportunism while strategically planning the longevity of their assets to sustain them in the community.

Designed and implemented accounting software package with strict internal controllers which enable the ability to track employee entries with ease and safeguard against potential internal corruption. The new software automated many manual tasks which in turned increased productivity and efficiency by 50%.

Researched and organized all available public and private resources such as medical benefits, grants, and other programs which may help to facilitate keeping the client in the community.

Budgeting assets over the expected sustainable timeline which enables social workers to concentrate on a plan of action once the assets were diminished.

Recovered assets that were illegally transferred out of the ownership of incapacitated clients through diligent research and auditing by conferencing with attorneys, bankers, and stockbrokers.

Asante Inc., Brooklyn, NY

A property management company subsidiary of Robert Mc Duffy & Associates Real Estate Brokerage Firm.

General Manager / Accounting Consultant 01/99 to 12/04

Spearheaded the management company and expanded its growth from a start-up to a 1.5 million dollars operation in less than 24 months with a core staff of 10.

Organized IT network and software which enable the company to acquire and control larger jobs.

Composed marketing plans for owners which decreased vacancy losses and increase gross potential rents.

Save owners hundreds of thousands of dollars in fines, fees, penalties, and losses from being unable to increase rent-controlled apartments because of improper fillings.

Work closely with owners to ensure they are within compliance with HPD and DHCR agency requirements, policies, and practices which keep owners from losing any program benefits.

Negotiated commercial leases for owners which increased their profit margins.

Bulk shopping of contracting jobs which saved owners hundreds of thousands of dollars in construction contracts.

G.M.A.D. New York, NY

A non-profit social service agency, which specializes in HIV prevention and peer education,

Chief Financial Officer 06/01 to 01/02

Joined the team temporally to create the accounting department and help with the overall restructuring of the agency. Due to a rapid growth from a $250 thousand annual grant budget to a $1.8 million 9 grant annual budget in less than 12 months the agency was in a state of being overwhelmed.

Hired and trained professional staff that could manage the current financial situation of the agency as well as future growth.

Reversed the comingling of grant contracts and funds thus enabling the ability to produce accurate reports to all funding sources.

Implemented budgets that prevented contract overruns and shortfalls.

Helped the board of directors recognize the agency’s financial position and reversed the negative cash flow.

New York ACORN Housing, Inc., Brooklyn, NY

A housing company which owns 150 HPD and LIHTC properties throughout Brooklyn with over 500 units of housing and several commercial spaces that specializes in urban redevelopment.

Deputy Director 10/98 to 01/99

Initially recruited to be the liaison between the housing company and the property management company. However, immediately became hands on involved in the deteriorated maintenance operations. Thereafter reclaimed the maintenance operations from the property management company and restructured it and revitalized the decaying maintenance of these properties. While at the same time creating a marketable atmosphere for these properties aggressively reorganized the collections of arrears through legal actions which decreased the amount of arrears drastically.

West Side Federation for Senior and Supportive Housing, New York, NY

A non-profit housing company, 3rd party management company, and social service agency that specialize in supportive housing.

Assistant Property Manager 11/92 to 10/98

MATTHEW JENNINGS

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EDUCATION

MBA

Monroe College, Bronx, NY

Emphasis: Business Administration

Bachelor of Arts, Magna Cum Laude

Monroe College, Bronx, NY

Emphasis: Accounting

License NYS Real Estate Broker

Brooklyn School of Real Estate

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