Work History

Work History
Apr 2006 - Present

Managing Director


BeyondFM provides FM/ CRE consulting solutions based on technology and process improvement in the Americas and EMEA Theatres of Operations

  • Executive level consulting to global universities and corporate clients providing advisory and practical solutions in areas of integrated FM service delivery, FM technology and business process integration.
  • Devised and implemented new business processes with clients, streamlining project delivery cycle and increasing project cash flows by $US150 MM
  • Worked with Tax Engineering firms to accelerate depreciation (MACRS) and increase upfront cash flows by $US450MM for clients.
  • Provided workplace strategy and portfolio (service delivery) realignment advisory services for Canadian provincial government resulting in projected recurrent savings exceeding $CA60MM.
  • Surveyed more than 1,000 US universities and colleges to ascertain FM technology usage, buying patterns, module functionality and ROI performance and developed detailed analysis used to segment higher education market.
  • Performed detailed analysis of IWMS landscape and re-evaluated all major solution providers in Gartner’s Magic Quadrant (2008) to determine best fit for higher education facilities customers.
Sep 2009 - Sep 2010

Senior Account Executive/ Business Developer

Planon, Inc

Recruited from private practice to launch the higher education practice within the Americas market. Hired based on my intimate knowledge of the market, campus operations, facilities management in general in higher education and my ability to leverage relationships with Facilities, IT and Sustainability Leaders on campuses.

  • Provide start up advisory and technical assistance to launch the Planon product and service in the Higher Education market vertical in the US.
  • Integrated Planon in the US using channel partners and recognized industry trade organizations to further the reach of Planon within Higher Education.
  • Worked with Higher Education clients in a high touch capacity to help continue to differentiate Planon product and service from other IWMS solution providers and increase customer satisfaction on delivered product and service.
May 2007 - Apr 2009

Senior Client Executive/ Account Leader

Accruent (FAMIS)

Provision of IWMS/ business consulting solutions to large client base.Development of solutions to improve workflows and reduce risk in facilities management (M&O, Space Management, Asset Management, etc). Account management of strategic accounts with significant dialog at the CxO Level. Integration of FM technology with customer business processes to increase productivity and reduce expense. Met and exceeded quota each quarter.

  • Provided account leadership for over 125 strategic named accounts.
  • Responsible for account status including P/L, business development, account strategy.
  • Performed quarterly reviews on all accounts, including service/ solution identification for each account – whichled to exceeding overall revenue target by 154% for 2007 and 2008 and 348% for the last quarter of 2008.
  • Increased customer retention rates through superior client management by leveraging internal FAMIS resources and external partner resources to meet and exceed customer expectations each and every time.
  • Led strategic account development by engaging executives in client accounts in account reviews with company executives, leading to increase in customer satisfaction, increased engagement with client and increased account revenue.
  • Worked with senior management to develop  and execute business strategy to enter UK market
Aug 2003 - Apr 2006

General Manager

Facilities Management Service Group

Leadership of mid sized Mid sized Facility Management Services organization providing Tier 1 and Tier 2 solutions to MidWest Clients and service providers. 

  • Worked with several ColorArt companies to integrate FFE services under one umbrella and deliver integrated FM solutions to retail, corporate and industrial accounts in the mid-west.
  • Developed business partner strategy to grow business nationally using national and international FM and Logistics partners.
  • Provided GM oversight for all business lines. P/L responsibility for $25MM
  • Exceeded EBIDTA target by 250% for each year 2003 through 2005 and exceed revenue projections by 200% for each year 2003 through 2005
  • Increased customer base and improved existing customer retention/ repeat business by demonstrating long-term value of solutions.
Jan 2001 - Aug 2003

Account Director

Herman Miller

Account leadership of Nortel Networks. Responsible for cross-functional account leadership of team delivering real estate management, workplace provisioning (including move management), warehousing and logistics and architectural consulting services, technology integration, contracts management and FFE services. Oversight of FM services (hard). Development and management of CSAT systems, move management and space tracking systems

  • Account leadership for 8 hub, 50MM sf, multi-national account with full p/l responsibility.
  • High touch account, liaising with executive management in real estate, finance and executive leadership functions on daily basis.
  • Conducted strategic account reviews with GCS management on as-needed basis to ensure account health, customer satisfaction and necessary strategic tools and resources were in place to ensure account revenue was protected, maintained and could be increased through new service offerings/ productization.
  • In conjunction with client, developed and actualized national portfolio, asset and leasing rationalization strategies which realized year one savings in excess of $185 million.
  • In conjunction with GCS senior management, development and executed turnaround strategies for several global contacts that increased customer 
Sep 1997 - Dec 2000

Director, Planning/ Account Director

Little and Associations

Account Leadership for NationsBank/ Bank of America merger. Later providing subject matter expertise to First Union, Core States, Wachovia Bank, CVS Pharmacies, Wendy’s and Krispy Kreme Donuts for design/ construction issues.

  • Seconded from Australia to head up the NationsBank acquisition of Boatmen’s Bank, Bank of Barnett and Bank of Jacksonville
  • Strategized and executed several NationsBank acquisitions through 1999, resolving spatial anomalies and shortfalls through alternative workplace strategies.
  • Oversaw portfolio strategy group responsible for 70MM square feet of office, retail and special use space.
  • Implemented several high profile relocations for Bank of America, consolidating properties, and reducing recurrent costs, using internally developed Planning Tool.
Mar 1995 - Aug 1997

Director, Accommodation Policy and Strategy

NSW State Government

The Department of Public Works and Services is responsible for the administration and management of all public works, portfolio management and accommodation usage within the New South Wales borders by the NSW government, Theportfolio comprises some 25 MM sf of office and retail space and 150 MM sf of non office space.Personally responsibly for 90 inner budget “client” agencies”

  • Principal Government Officer for all matters pertaining to Government Office Accommodation, Property and Property Development. Government spokesperson for Treasury and Premier’s Departments on Government Strategy and Policy.

  • P/L responsibility for $380MM per year and $120MM capital works budget.

  • Development and execution of several Real Estate Master Plans; responsible for creating portfolio strategy for all Inner Budget Agencies and setting policy for all real estate and facilities management operations.

  • Co-authored NSW Government Total Asset Manual; authored NSW Government Facilities Management Manual, authored several research documents leading to issuance of Premier’s Memoranda (95/7 and 97/2) dictating the use of real estate and facilities by Inner and Outer Budget Agencies.

  • Developed and executed 13 decentralization strategies/ relocation strategies for over 100 Government Agencies.

  • Delivered AUS $1.4 Billion to Treasury in 1996 through the identification and sale of non-core assets and AUS $3.5 Billion in recurrent cost savings (over ten years) through implementation of the NSW Accommodation Masterplan. Identified a further AUS $23.0 Billion in recurrent operational savings over 25 years through more efficient use of workplace/ real estate

  • Worked with individual client agencies to develop strategic facility plans in line with overall Government planning objectives.

Apr 1992 - Mar 1995

Senior Manager, Property and Premises

Westpac Bank

Executive Leadership position within Westpac Bank, managing all aspects of property operations (hard and soft services) for 17.0 MM square feet of office space and over 1200 retail branches

  • P/L responsibility for $300MM in recurrent property costs and $100MM in capital expenditure.

  • Direct management of 25 direct reports and staff of 140.

  • Development of “future branch” concept enabling Bank to generate more “walk in” private banking “sales”.

  • Introduced senior management to competitive benchmarking processes and development of real estate related KPIs. Implemented benchmarking program to evaluate Westpac property performance relative to competitor Banking Institutions. Developed Best In Class accommodation strategy to reduce occupancy cost by 20% in 2 years.

  • Evaluated and purchased CAFM/ IWMS solution (DrawBase) to help track and manage occupancy costs.

Oct 1985 - Mar 1992

Director, Real Estate and Construction

Kentucky Fried Chicken

Leadership position within KFC Australia, providing direction to all entities associated with the Development process. Responsible for delivery of a total of 500 units. Responsible for ongoing facility management (maintenance) of facilities.

  • P/L responsibility for $40 MM per year capital program.
  • Strategized acquisition of competitor QSR, increasing annual revenue weeks by 1,000, adding an additional $AUS 15MM in sales.
  • Developed prototype store model that reduced construction time by 37%, adding an additional $150,000 in sales per store built and reducing construction costs by approx 15%.
  • Developed market recalibration program that analyzed existing store trade areas and determine “gaps in the map”. Identified an additional 50 store locations in various Australian markets – potential additional sales of $AUS 1.25MM.


Jan 1994 - Nov 1996

Master of Science

University of Sydney

Research driven thesis on the future of the CBD in the context of changing technologies, workplace dynamics and shifting demographics. 

Published by FMAA and PCA Australia

Graduated with Honors












Senior Leader of Corporate Real Estate