Corporate Real Estate Professional

COMPANIES

Wells Fargo

MNsure

Trust for Public Land

Royal Bank of Canada (RBC)

US Bank

UnitedHealth Group

Target Corporation

Northmarq Capital

Pearson VUE

ROLES

Associate V.P.

Workplace Services POC

Real Estate Senior PM - Lead

Tenant Improvement PM

Real Estate Project Manager

CPG Transaction Manager

CPG Asset Manager

Real Estate Portfolio Analyst

Real Estate Compliance

Operational Risk PM

Facility/Property Manager

TOOLS/METHODOLOGIES

Project Management/PMP

SharePoint (TSM/Hub Mgr.)

Website Design

MS Project

VISIO

Client Specific

Agile/Waterfall

INDUSTRIES

Corporate HQ-Enterprise

Banking & Financial Services

Government & Nonprofit

Facilities/Occupier Services

Real Estate/Construction

Medical/Healthcare

Property Management

EDUCATION/CERTS

MN Real Estate License

BS Business Management

Business Analytics with Excel

PMP, CCIM, USPAP Courses SharePoint TSM

Corporate Real Estate Strategic Initiatives Property & Construction Management

Corporate Relocation/Logistics Process Improvement Vendor Management

Occupier Services Change Management Risk Management

CPG manager delivering value through structures, processes, and tools for success!

CANDIDATE SUMMARY

Committed and impactful enterprise Project/Business Initiatives and Real Estate Manager experienced in driving strategic cross-workstream collaboration throughout the full project lifecycle. Leading multiple projects and teams diplomatically, working both independently and within a team virtually and in person. Able to champion for operational excellence and continuous improvement within changing environments, identifying strategic opportunities for process improvement, quality assurance, realignment, savings and risk mitigation.

DEMONSTRATED SKILLS AND ACCOMPLISHMENTS

Experience within Fortune 500 financial institutions, working with Business Initiatives, Risk, Program Implementation, and website development from concept through “go live”.

Development and management of organizational assets and governance documents, process mapping, change orders and approvals, and stakeholder communications.

Execute Kickoff, CORE Team and Project meetings and agendas, tracking milestones, accountabilities and action items while identifying risk factors and key drivers.

Creative problem solver with a history of identifying cross-departmental process improvements to optimize operational effectiveness and efficiencies.

Actively champion and contribute to the continuous improvement of project management best practices, using innovative ideas to increase effectiveness and reduce expenditures while mitigating risk.

Stakeholder, C-Level Exec, and vendor collaboration, presentation, and reporting.

Full lifecycle execution, delivering simultaneous projects on time and under budget.

Due diligence for closing and relocation of HQ, retail and operational sites, identifying legalities, technology constraints, tangible assets, and interfacing with stakeholders.

Experienced in sourcing talent, coaching, training 1:1 and large teams, and mentoring.

HIGHLIGHTS

Develop and roll out Manager New Hire Resource Center for Wells Fargo’s Operational Risk platform, including a standardized Onboarding procedure, New Hire resources, and intranet components.

Lead PM for the strategic consolidation and relocation activities of 6500 Wells Fargo team members spanning 1.5 years and 1M+ square feet. Identified and partnered with key stake holders for engagement, training, change management, QC and cross functional distribution of critical data, master schedule, and risk mitigation.

Contributed to Operational Excellence through the development of processes, guidelines, systems, tools, and governance resulting in improved efficiencies, increased quality, and mitigation of risk for RBC Corporate Properties and LOB’s.

Stakeholder engagement and creation of multiple cross-platform task forces for creative collaboration and leverage of resources for continuous improvement for RBC.

Conducted due diligence and cost benefit analysis of FF&E, art and other assets within properties acquired via M&A. Liquidated or repurposed corporate assets nationally.

CHRONOLOGICAL EXPERIENCE

Wells Fargo, Minneapolis, MN

Associate VP – Workplace Relationship Manager/Finance Analyst/Tech Finance Consultant May 2020 - Current

oPrimary POC for LOB execution of all workplace strategy – logistics, closings, renovations, CPG projects, and COVID related safety measures, related site access protocols, and employee accommodations.

oAnticipated need for operational improvements, presented and executed to leadership, and obtained necessary certification to develop a centralized SharePoint team platform able to be duplicated by other Tech Finance teams. Centralized resources, tools, intake platforms, and processes. Rolling out trainings and change management efforts.

oLead for Required Absence Attestation, coordinating review and manager attestations. Audited and submitted 100% completion ahead of schedule while developing Playbook and Communication Templates. Created restricted cloud workroom for increased security, scalability and speed.

oPromote team collaboration and engagement while increasing efficiency - delivering value through operationalization.

oExecuted creation of master reporting catalog, overlaying to new team calendar, and providing opportunity for process flow analysis.

oMove The Lines (MTL) task force contributor identifying risk triggers and establishing best practices for Technology.

Corporate Properties Project Manager / Logistics Team Lead June 2015-November 2016

o92% average client satisfaction in cross-functional surveys while accommodating competing priorities and meeting organizational objectives.

oOrchestrated and presented a cross functional running monthly Town Hall Program educating on “New Ways of Working” concept, logistical processes, change management, technology, and environmental aspects while incorporating stakeholders.

oMitigated risk via execution of compliant and ecologically sensitive reverse logistics services for sensitive data.

oPiloted on-site Day One Command Centers based on Duke Energy Center model, providing solutions for client Day One.

oIdentified, qualified, documented and communicated nearly 200 construction Change Requests across 110 LOB’s accommodating technology, security, or engineering outside of baseline SOW.

oMitigated risk through on-site due diligence and coordination of cross functional partners to assure compliance.

Consultant - See Supplement for Roles

UnitedHealth Group/CBRE, Minnetonka, MN

Corporate Properties - National Transaction Manager November 2005-October 2007

oManaged disposition of real estate assets acquired through national M&A activity in matrixed organization.

oDelivered negotiated cost savings of nearly $6.8 million in remaining lease obligations via engagement and direction of national broker network of nearly 80 brokers - achieving a 72% average recapture rate (144% of goal).

oCreated all financial documents for stakeholder approval with ROI/CBA, maintaining policy compliance. Analyzed, edited and negotiated legal documents for sublease, early term, options, and sale of assets with legal counsel.

oTeamed in the out-state $35.4mm sale/partial leaseback of an eight-building campus totaling 254,807 rsf as well as a retail plaza for $8.2mm representing 109,000 RSF including due diligence, negotiation, contract drafting and modifications, review of easements, zoning, environmental assessments/Phase I’s, and other governing documents through clearing of title and successful closing.

oAchieved 111% of goal for UHG’s real estate portfolio reduction initiative. Facilitated property disposition of over 651,000 RSF and 40 transactions in first year.

MRE Ventures, LLC, Minneapolis, MN

Owner and Manager (overlapped with permanent and Contractor roles) September 2003 – May 2015

oProvided consulting/project management services for corporate and residential real estate.

oAcquisition, renovation, marketing, leasing, and property management of personal investment portfolio.

oResearched feasibility of franchised hotel development and restaurant services within the Bakken area of North Dakota. Collaborated with city planners, potential partners, and SME’s performing due diligence.

Royal Bank of Canada (RBC Dain Rauscher), Minneapolis, MN

Corporate Real Estate Program/Asset Manager May 2001 – June 2003

oAnnual savings of $1.3 million delivered via a strategically designed multi-pronged program, including audit and liquidation of national storage sites, inventory quick ship program and development and execution of new furniture/systems standards leveraging contracts absorbed via M&A.

oProduced savings in excess of 21% on asset expenditures through collaborative approach and benchmark analysis, rolling out new workplace design standards leveraging multiple contracts.

oProject Budgeting & Scheduling – created templates and initial estimates for handoff to Project Management team.

oVendor Relationship Management – interfacing between vendors and project managers on risks and solutions.

oDrive and champion assessment of strategic direction and ongoing improvement of project management best practices with innovative ideas to increase effectiveness enterprise wide – initiating numerous Task Force Committees.

oEvaluated, documented and implemented strategic vendor/supplier process improvements and governance.

oTeamed in the design and production of standardized exterior and interior signage for rebranding during M&A activity. Advocated to incorporate Braille, symbolic and ADA height addressing disabilities.

Corporate Real Estate Senior National Project Manager (promoted to next position) November 1997 - May 2001

oProvided direct oversight of cross functional business partners while meeting or exceeding deliverables, timeline, budget and managing SOW. Utilized various project management methodologies including waterfall and iterative.

oDelivered full life cycle project management services in over 200 U.S. sites, Paris and London. SOW included, new site development, expansions/remodels, consolidations, and site closings.

oDeveloped Excel and MS Project templates for budgeting and SOW scenarios incorporating programming, milestones, schedule tracking and vendors, thus anticipating issues and mitigating portfolio risk.

oInitiated and authored governance documents and process improvements including Policy & Procedure Manuals, signage/branding standards, interiors and furnishing standards, and automated online service request process.

oManaged all facets of large multi-site consolidations during M&A activity-ensuring deliverables maintained or exceeded with respect to communications, documentation, milestones, budgeting, close out, and quality control.

VOLUNTEER & COMMUNITY INVOLVEMENT

Habitat for Humanity, 2022

The Guild Incorporated, Ambassador, March 2019 - Current

Ordway Circle of Stars Board of Directors, 2011 – 2018

oOrdway Auction Committee Chair 2011 – 2013; Ordway Education Committee Chair, 2013

oOrdway Flint Hills International Children’s Festival Chair, 2014

Polo for Philanthropy, Sponsorship and Auction Committees, 2014 – 2017

Ronald McDonald House Charities, Auction Committee Volunteer, 2015

NFL Alumni, Benefiting Big Brothers & Big Sisters, 2000-2003

MN Environmental Fund, Five Year Board Member, Various Committees & Chair Positions 1990-1994

Consulting Assignments

Wells Fargo, Minneapolis, MN

Technology Project Manager (Converted to permanent) December 2019–May 2020

Under the Enterprise ECO Solutions Program, managed print solutions and capital assets.

Directed vendor resources and supported branch locations in asset logistics and refreshes in tandem with CPG real estate activities.

Enhanced playbook for process documentation, budget decommissions and new sites, design and implement technology solutions for new sites, and monitor asset refreshes and logistics in Western Region.

Operational Risk, Project Manager 5 April–October 2019

Teamed in the creation and implementation of a Managers New Hire Resource Center - a “one stop” SharePoint site for managers and their new hires – providing a full range of tools for recruiting, training, and professional development. (Operational Risk Workforce Initiative Program)

Developed, tested, and rolled out an “Onboarding Checklist” addressing action items to reduce risk and turnover by developing and implementing a consistent onboarding processes.

MNsure, St. Paul, MN February–April 2019

CPG Project Manager

Orchestrated the relocation of all employees to new facility, anticipating needs, orchestrating change management.

Reviewed architectural and TI work to accommodate needs of client, coordinated schedule, disposition of assets, move logistics, and vendor selection.

PEARSON VUE, Bloomington, MN December 2017–May 2018

Area Real Estate Manager

Strategically negotiated lease renewals for US and international sites, aligning with legal counsel, real estate brokers, landlords, project managers, and other interest groups.

Achieved 74% reduction in hold-overs within first two months of position.

NORTHMARQ CAPITAL, Bloomington, MN March–May 2015

Commercial Loan – Real Estate Portfolio Analyst

Performed year-end review and financial analysis of mixed portfolio of real estate, reviewing leases, income statements and balance sheets.

Provided executive stakeholder strategic recommendations.

EQUITY BANK OF MINNESOTA, Minnetonka, MN January–March 2015

Real Estate Loan Administrator, Consumer Banking & Sales Support

Performed due diligence, background research, documentation and audits for real estate loans.

US Bank/RED SKY RISK SERVICES, Minneapolis, MN October–December 2014

Real Estate Appraisal Review/Analyst, Consumer Banking & Sales Support, Lending and Underwriting

Audited appraisals for USPAP compliance, identified risk, approved, investigated or escalated.

Within 2 weeks Ranked #1 in volume of successfully processed reviews.

TARGET CORPORATION, Minneapolis, MN May–August 2014

Data Integrity Analyst, Real Estate / Legal

Analyzed and abstracted real estate and corporate documents for acquired legacy Canadian portfolio.

Mitigated risk via documentation of use restrictions, critical dates, escalations and payouts, and other critical data.

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