Asset Mgmnt | RDL Associates

REPRESENTATIVE ASSET MANAGEMENT PROJECTS

PROCESSES AND PROCEDURES:

Ownership transition: Client acquired property shortly after engagement commencement.
Major transition initiatives have been pursued, including review and selection of major vendors, rent collection processes, initial operating and capital budgeting, identifying and hiring building engineer.
OpEx and CapEx budgeting and implementation.
Re-imagine Entry Lobby – cost effective approach with new floor tile and furniture.
Rent Collections: Increased timeliness of rent collections through improved process and overcoming notice person/address issues.
Implement on-line tenant portal (Yardi Commercial Café) for rent payment, maintenance requests and communications.

Pre-Ownership Deferred Maintenance: Identified and resolved deferred maintenance issues.
Reconfigure and expand conference room (currently 12 seat capacity) into flex space that can function as both a conference room and a training center (30 seat capacity) with wireless screen connectivity.
Update food vending to Grab n Go and relocate to be adjacent to conference/training room.
Functional Improvements: Improve function of garage through new expansion joint that remedies water leakage into interior; Replace exterior window sealing to restore water proofing and reduce noise intrusion.
Build-out 4 spec suites to enhance leasing.

Led a team (three project managers, all licensed architects, and a construction executive) performing pre-development analysis and development execution of qualifying projects. Multiple projects were rolled through the process each month.
Conducted in depth due diligence and created process to share information with major tenants and track status of their review.
Built financial models to guide the financial analysis of site planning.
Created a Unit Cost Library to facilitate initial site development cost estimates.
Developed strong working relationship with HEB, which facilitated the company's pursuit of additional projects with HEB.
Negotiated site development obligations with anchor tenants.
Created a process for assigning projects based on the skills of the team members and the learning opportunities presented by the project.
Provided an objective proficiencies based review for each team member and created related training program.
Implemented a process to facilitate the flow of information between the Development department and other departments.
Built an overall departmental budget model that provided an income and expense forecast over a five year horizon.
Provided a framework for the Accounting Department to implement Job Cost reporting.
Resolved pre-existing disputes to the benefit of the company.

PROCESSES AND PROCEDURES:

Review of portfolio to determine deferred maintenance, enhancement opportunities and redevelopment potential.
Created review process and procedures that engaged property managers in the information gathering and generation of potential initiatives.
On-site visits were used to vet the findings of the property managers and apply extensive development expertise to the property review.
Generated a report of deferred maintenance and redevelopment opportunities for each project that recognized the unique characteristics of the property and the market in which it was located.

Architects and contractors were interviewed and selected in each market to generate conceptual plans and initial cost estimates.
Built a financial model of costs, resulting improvement in income and returns on costs that prioritized each initiative based on need and profitability.
Presented plan and model to Investment Committee and obtained approval to commence initial phase.
Implemented plan with full budgetary control and responsibility.