Areas of expertise
Portfolio Strategy & Optimization
Enterprise real estate strategy for portfolios of up to 800+ locations and 6.1M sq ft — acquisitions, dispositions, lease strategy, consolidations, and market entry and exit decisions aligned to business objectives.
Financial Acumen & Capital Planning
Capital budgets of $4M–$40M a year and operating budgets up to $165M — CapEx forecasting, M&A due diligence and integration, and ROI-driven business cases built hand in hand with Finance.
Workplace Strategy & Design
Hospitality-first environments that earn the commute — architect-trained leadership of design, construction, and workplace experience, including headquarters of 105,000 and 180,000 sq ft.
Transactions & Lease Strategy
Lease negotiations, site selection, and location strategy with broker partners — from 20+ transactions at TDECU to a 700+ branch network shaped by GIS and market data.
Real Estate Technology, Data & AI
Occupancy and badge data that shaped hybrid work policy and a new headquarters, portfolio dashboards built for executive decisions, and AI tools that take the first pass at lease review and reporting.
Security, Safety & Business Continuity
Physical security, executive protection, enterprise access control, and EH&S — backed by storm-tested continuity plans across 10 severe weather events and a safe reopening of all 42 sites after COVID-19.
Governance & Audit Readiness
Lease administration built to stand up to regulators — a single source of truth with Accounting, NCUA Call Report certification, ASC 842 adoption, and no lease-related audit findings.
Facility Management & Operations
Partner-led facility, project, and lease management, plus mission-critical operations centers — call centers, mail hubs, and printing services — run with operational discipline and data.
Cross-functional Leadership
Executive-level communication and influence across Finance, Legal, Compliance, Risk, HR, and IT — building in-house and partner-led teams, including about 70 outsourced professionals.
Demonstrated impact
"This office is an investment in our people, our culture, and our future. When we create meaningful spaces for our teams to thrive, they'll create meaningful outcomes for our members."
"The modern office shouldn't be measured by how full it is, but by the meaningful collaboration and community that happens there, which couldn't happen anywhere else."
"Space has created a radically different environment, where communication and interaction are key to changing the approach to work."
Photos: Aaron Thompson
Career history
Repositioned a tactical facilities team into a strategic partner to executive leadership — a 12-person in-house and partner team across 42 sites, a $16M operating budget, and $4M–$40M a year in capital.
- $29M HQ delivered at Central Park Post Oak — a 105,000 sq ft workplace shaped by feedback from 65% of employees and designed around hospitality, from a concierge-style reception to a lounge café and visitor meeting center. Engagement and satisfaction scores rose 23%.
- 120% productivity lift from a new partner-led delivery model, with outsourced facility, project, lease, and brokerage partners and new technology platforms, at no additional operating cost.
More detailLess detail
- Data-led workplace decisions — Robin occupancy and access-control badge data shaped return-to-office and hybrid work policy and the HQ space program; adopted AI tools (Microsoft Copilot) for first-pass lease review and portfolio reporting.
- Three M&A initiatives and 20+ lease transactions — real estate workstreams from due diligence and site assessments through Day-1 readiness, and a transaction program run with broker partners.
- Corporate security — physical security, employee safety, executive protection, video surveillance, investigations, and branch security procedures, plus a new enterprise access control system rolled out through the HQ project.
- Audit-ready lease governance — Visual Lease as a single source of truth with Accounting, a quarterly certified report of lease obligations for the NCUA Call Report, and a monthly 24-month critical-date review, with no lease-related findings.
Managed an 800+ location, 6.1M sq ft portfolio of branches, offices, and operations centers with a $165M operating budget — directing about 70 outsourced lease, project, and facility management professionals.
- $8.6M in annual occupancy savings through portfolio optimization, lease restructuring, and business case validation.
More detailLess detail
- 25% improvement in project completion success rate through new analytical frameworks and planning-led delivery workflows.
- ASC 842 adoption with Accounting — re-abstracting every lease with a new lease management partner and treating about 120 ATMs under managed services contracts as leases.
- Data center support — facilities and business continuity services for IT-managed data centers, working closely with the bank's global real estate organization.
Led integrated branch and ATM strategy across 700+ branches and 900 ATMs, aligning the physical network with market dynamics and enterprise goals.
- Reimagined nearly 30% of branches as hospitality-driven, relationship-building hubs, and opened 15 new locations.
More detailLess detail
- Big data network model combining demographic, market share, financial, and GIS data, establishing data-driven governance for every location decision and driving $9.75M in savings.
Led design and project teams across the bank's US corporate and retail portfolio in support of enterprise business transformation.
- A dozen wealth management and commercial lending offices designed and delivered around a hospitality-focused client experience.
More detailLess detail
- 35 retail and corporate projects delivered on budget, schedule, and scope — about 20 of them new construction, the rest renovations.
Oversaw multidisciplinary teams across multiple U.S. markets, managing luxury multifamily development from site acquisition through construction completion.
- $600M+ in capitalization across 1,800+ units delivered in national markets.
- Master planning, entitlements, and jurisdictional approvals on several development projects.
Open to
VP / SVP, Corporate Real Estate
Strategic leadership of corporate real estate and workplace functions — portfolio, transactions, workplace, operations, and capital programs — partnering with the C-suite at mid-to-large enterprises.
Independent Consulting
Portfolio strategy, workplace transformation, M&A real estate integration, and organizational design for companies navigating significant real estate transitions.
Board Advisory Roles
Bringing CRE and operational expertise to boards and committees. Five years on the Westside Montessori board, three as director of the board, leading its middle school expansion from site acquisition through construction; now on CoreNet Global Houston's Sponsorship Committee.
Target sectors include technology, financial services, professional services, and energy. Open to US-based roles (Houston preferred) and global strategy positions.
Speaking
Recurring international speaker on real estate, workplace strategy, and innovation in financial services.
Education & recognition
Education
Awards & recognition
Let's connect
If your organization is navigating a real estate transformation, building or rebuilding a CRE function, or looking for experienced executive leadership, I'd welcome a conversation.