Career Portfolio provided by Beyond.com
Regional Property Manager
Member Number: 46491029
Sunnyvale, CA 94089
Portfolio: http://www.beyond.com/people/46491029
Professional Information
Job Function: Sales & Sales Management, Real Estate & Building Maintenance
Education: 2-Year College Degree
Experience: 15 – 20 Years
Salary: $90-130k
Citizenship: U.S. Citizen
Resume
Over *** years of experience leading in property management, with a reputation to challenge company revenue and profit
performance budgets
Proven track record of driving financial growth and stability to otherwise compromised properties and portfolios
Specialized in sales, strategic marketing, and talent development
Consistent track record for hiring the right people for the right positions and promoting from within
Expert relationship builder and negotiator
Key Skills
Sales Forecasting, Budgets & Market Analytics
Team Training & Management
Lease Up- Acquisition and Redevelopment
Business & Operational Development
Contract Negotiations/ Capital Projects
Experience with Bond/ Section 8
Leasing Hiring Specialist for Northern California
IREM Certified for Financial Analytics
CAM Certified
Flight Leadership Program Graduate- Rio Salata College
Certified Facilitator
Regional Property Manager
Irvine Company
Northern California Property Management February *** to current
The Pines at Northpark- San Jose, CA February *** current (*** units)
Essex Property Trust
-Career Progression
Northern California Property Management Division *** ***
*** Property Manager- South Bay *** *** Property Manager- Peninsula *** February ***
Harbor Cove- Foster City, CA April *** February *** (*** units)
• Promoted from The Esplanade in San Jose to Harbor Cove in Foster City, a Fund property currently under total
renovation. Saw property through the last leg of interior seismic structural renovations, currently undergoing interior,
exterior and amenity renovations. Upon my arrival; community was at a 9% LTL and a ***% occupancy due to renovation
project and pushing an average of ***% renewal increases due to low renewal and new lease pricing in *** Currently as of
October *** occupancy is stable at ***%, ***%LTL, and an average ***% rent growth since April *** Improvement in
product quality whether renovated or classic, amenities an grounds- attention to cleanliness and functionality for all
aspects of facilities, resident customer service and communication, push pricing to be more in line with current market,
relentless marketing via Craigslist, Preferred Employer Outreach, participation in community functions such as community
out-door concerts, farmers markets, and Fourth of July events contributed to improvement in financial revenue and
retention. I accomplished this by adding advanced talent to my maintenance team and a complete restructuring of my
business office team who I knew shared the same passion for Sales and Quality Assurance as me. Regional Manager
also utilizes me to cover sister communities and scheduling, as well as creating new marketing initiatives due to my multi
site experience.
The Esplanade- San Jose, CA *** to current (*** units)
• Provided stability to staffing that experienced high manager turnover in *** (3 different managers.) Property was going on
*** years old and beginning to show signs of aging with controlled building access systems, landscaping and interior
common areas. Implemented Capital Budget items by bidding, review and acceptance of contracts, and overseeing
projects to completion. Also brought on more qualified, quality vendors to re-vamp troubled controlled access systems that
had been worked on by 3 different vendors previously. Completed curb appeal and irrigation landscaping in order to
promote a more drought tolerant system improving the water utility expense by 8% within 3 months. Because we were
pushing renewal increases at an average of ***% (year prior either decreases or no increases were the renewal options
due to the state of the economy in the South Bay,) emphasis and monitoring regarding improvement to employee
customer service, sales strategies, and office processes, as well as revisiting maintenance teams awareness to detail
orientation played a major role in our ability to retain given the request for renewal increases, as well as consistent weekly
sales for new leases. Regional also utilized my ability to oversee multi sites by giving me access upon hire to all of her
community portals in her region in order to approve new leases, approve Kronos time sheets, and assist her with
monitoring the follow up for new prospects at each community.
Equity Residentia***Career Progression
Equity Residential- Northern California, Property Management Division ***
*** Property Manager- Peninsula *** *** Property Manager- South Bay Area ***
*** General Manager- Berkeley Portfolio ***
Progressed through a series of promotions, bringing forth challenge to analyze and re- direct each properties various
adverse issues:
Berkeley Portfolio-Berkeley, CA *** to current (3 leasing seasons.)
• General Manager for 8 apartments communities in Central and North Berkeley, CA. Total of *** apartment homes. Due
to high student demographic, portfolio must capture as many leases from May to August a lease up occurs annually with
an annual goal to be ***% occupied by September. In *** able to lease the portfolio to ***% occupied by end of August. In
the *** Season in spite of economic challenges portfolio reached ***% occupied in October; this was accomplished by
Regional Property Manager
creative marketing efforts to attract international and corporate marketing for short term leases to cover potential vacancy
loss until leasing traffic opportunity returned for Fall of *** For the *** Leasing Season, an increase in competition, due to
new developments, was this year’s new challenge. Strategy to reduce adverse affect to leasing effort was by beginning
renewal process 6 months prior to lease expiration opening availability sooner to take advantage of Spring traffic, began
waitlist program to back fill as we received NTV’s. We were able to maximize our revenue early on in the leasing season
which allowed us to utilize reducing rents as the season came to a close and prices needed to become more competitive.
Realizing there was also an increase in International Student population by ***% at UC Berkeley, we heightened our
marketing effort to this demographic which benefitted our resident referral program as well. I sent out info-paks to
Colleges abroad where previous International Students who reside(d) with our communities attend(ed.) This in addition to
maintaining/ creating relationships with UC Berkeley, Cal Recreation Program, International House and Kaplan University,
CALso, focused internet marketing, and special events/ tradeshow marketing outreach. Customer service scores
improved from ***% in *** up to +***% currently. Attribute this to addressing key customer issues: Timely response to
Customer Service issues with a follow up call from myself rather than my direct reports to ensure that issue was resolved
timely and correctly and show my customers that I am openly available to them and have heard their concerns, internet
service upgrades, increased resident activities, improve building and curb appeal.
Laguna Clara Apartments-Santa Clara, CA ***
• Community was at $***,*** under rental income budget and $***,*** over in operating expenses. Identifier: previous
management allowed excessive rent concessions not conducive to CPA and market conditions. Concessions were used
as a band-aid for customer service, and maintenance issues. Upon my promotion I ceased new concessions immediately.
Found that there were serious challenges in Maintenance ability to manage property’s adverse issues. The property was
*** years old with many plumbing issues and complex grounds issues due to the lagoons throughout the property.
Transferred in a new Maintenance Supervisor who had solid plumbing, pool, and fountain maintenance back ground as
well as proven people management skills. Maintenance issues were addressed timely and evaluated for CAPX attention.
This addressed customer service issues and built value to the home and community. Within 8 months of hire, rental
income and delinquency stabilized, within *** months of hire, rental income exceeded budget by ***% and operating
expenses was 3% under budget due to preventative maintenance scheduling; left to lease maintained average at 5%, and
occupancy average was ***%. Was requested by the Human Resources Department, to be the first Leasing Hiring
Specialist- a pilot program to find the best Leasing Agents with an emphasis in Sales and make recommendations to
appropriate hiring managers. Completed Certified Facilitator program through company as well.
Briarwood Apartments- Sunnyvale, CA ***
• Promoted to Community as the third manager in less than one year. Property had curb appeal and employee
engagement challenges. Uncovered that the Assistant Manager had been passed up for position that I was promoted to 3
times, behavior adversely affected current team. Addressed this by training/ mentoring APM for Management. APM
promoted out within 6 months as a Manager for small sister community. Hired a new APM with sales experience to
eliminate the Leasing Position. Directed savings and hired porter to address grounds and curb appeal issues and hired
new landscape contractor. During tenure, took property from ***% left to lease to average of 5% left to lease within 7
months, from watch-list status due to overages in operational expenses, to managing operational expenses within budget.
Appointed by Regional to attend a Certified Mentorship program, and Flight Leadership Program.
Southwood Apartments- Palo Alto, CA ***
• At ***% left to lease and ***% over budget in operating expenses due to age of property and high turnover to loss of
corporate accounts due to inappropriate rental increases. Challenged by two new apartment communities in development
in 8 mile radius. Within 6 months of hire date, recaptured corporate accounts by proposing a master corporate contract,
limiting rental increase to 5% or less at the end of the minimum 3 month lease term given market condition, offered base
turnover cost, charged up front, and limited the property to ***% corporate apartments to prevent dependency on
corporate leases, where high turnover originated. In *** months as manager, achieved positive rental income (8% above
budget average,) delinquency (under 1%,) operating expenses maintained within budget, occupancy average ***% , left to
lease average 3%-which allowed for rental rate increases avg. of ***% during last year and a half managing property.
CAPX attention to address the need for rehab due to overall aging and electrical issues that affected operational
expenses. At end of tenure, property was ***% occupied with a 2 bedroom waitlist, secured marketing relationship with
local University, school district, and local businesses, and civil organizations. Secured CAPX contracts for exterior, interior
and laundry facility rehab scheduled to begin in ***
Regional Property Manager
Achievement Highlights- Northern California and Regional Awards
*** Northern California Property of the Year; Think Outside of the Box Award (result of increasing rental revenue in Region
and creative marketing efforts)
*** Do the Right Thing Award (awarded for assisting sister properties during staffing shortages or transitions, assisting
regional in performing Compliance Inspections while maintaining my property at a satisfactorily functioning level.)
*** Walk the Talk Award (result of employee engagement feedback and retention, follow through, lead by example)
*** Northern California Property Manager of the Year, Share the Knowledge Award (mentor managers and new hires for
Northern California, identified properties operational issues /assisted in refining processes)
*** Northern California Property of the Year ; Walk the Talk Award (result of employee engagement feedback, follow
through, lead by example)
*** Northern California Property Manager of the Year, Northern California Property of the Year. Appointed Leasing Hiring
Specialist for NOCA Region
*** Flight Leadership Program Graduate.
*** Exceptional Maintenance and Customer Service Property Award (meeting operational maintenance budget, averaged
4 day turnover schedule, no service requests for new move ins within *** days of move in. Achieve Customer Loyalty
Results from ***% to +***%) Sales Award (meeting occupancy, rental income budget given current market conditions,
***% shop score, exceeding sales goals)
Employer History (related to industry) Essex Property Trust Equity Residential Nicolas A. Stevens Project
Management Inc. Ravizza Commercial RE