VP Corporate Real Estate in Philadelphia PA Resume Craig McLaughlin by CraigMcLaughlin

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									                                  CRAIG B. MCLAUGHLIN, SLCR
3675 Wyola Drive
Newtown Square, PA 19073                 craig.b.mclaughlin@hotmail.com                        Cell: (973) 941-9710

                            VP CORPORATE REAL ESTATE AND FACILITIES
          Facilities Management … Corporate Real Estate … Major Construction Projects
Multi-Industry experienced Team Leader with an extensive record of tactical successes, strategic planning
expertise, and a passion for integration of sustainability programs that reduce costs, raise corporate environmental
consciousness and meet new generation employee expectations. Multi-faceted leader with verifiable success
delivering Corporate/Field Operations Facilities Management/Office Services; Corporate Real Estate transactions
and Major Construction Projects of Headquarters, Office, Big-Box Retail, Laboratory, Warehouse and
Distribution Center Building Types. +15 years experience in International Real Estate and Facilities with
concentrations in Central/South America, Europe and Asia, recently completing the lease and construction of a
61,000 SF Laboratory in New Delhi, India. Expert in building collaborative relationships (internal and external),
gaining buy-in for new ideas, and driving strategic programs utilizing benchmarked metrics and Six Sigma
methodology. Demonstrated expertise in delivering change through improved financial performance and
increased employee satisfaction.

                                        PROFESSIONAL EXPERIENCE

ESSENTIAL CORPORATE SERVICES & STRATEGIES, Newtown Square, PA                                         6/2009-Present
President and Owner
President of Essential Corporate Services & Strategies, an evaluation/consulting specialty service delivering
essential Real Estate, Facilities, Construction and Project Management systems to all size businesses helping them
to operate just the level of Corporate Services they need with existing staff at the lowest possible cost rather then
building complex, costly in-house structures.
QUEST DIAGNOSTICS INCORPORATED, Madison, NJ                                                        4/2005-12/2008
Director of Real Estate and Facilities
Reporting to the VP, Treasurer, designed and successfully implemented turn-around of corporate service
department establishing in-house staff of 23 managed through 3 direct reports providing global construction
project management of all Company projects over $2 million, completion of 100 monthly Leasing transactions,
processing of 5,000 monthly occupancy invoices and all office services, including security, janitorial, food
service, private dining, mail services, hazardous waste removal, repair and maintenance for six corporate locations
totaling +700,000 SF with a $35 million annual operating budget. Insured continued compliance with all local
and federal laws and regulations and continued preparedness for Business Continuity Planning.
LEADERSHIP
 FACILITIES MANAGEMENT & OFFICE SERVICES: Led the effort to define and manage total global
    portfolio optimization, matching Facilities Management best practice metrics to business requirements and
    instituting cost controls benchmarked to industry standards and controlled by employee satisfaction scores
    saving 25% annual security costs.
 SIX SIGMA & SUSTAINABILITY: Led formation of “Green” councils and implemented monthly
    environmental conscious voluntary initiatives lowering operating costs. Implemented Six Sigma methodology
    throughout the department and completed six new Green Belt projects saving +$2 million annually.
TACTICAL
 FINANCIAL PERFORMANCE: Designed and implemented 5-year capital improvement program HQ,
    Admin Offices, Data Center, and Billing Center.
 PROGRAM/PROJECT MANAGEMENT: Managed construction and operations of Medical Testing Lab
    Facilities.
 FACILITIES MANAGEMENT & OFFICE SERVICES: Organized and managed all safety teams to
    insure fire/life safety compliance standards are maintained and to provide employees with a forum to discuss
    improvements/grievances
 SPACE PLANNING: Restacked Headquarters and office facilities to optimize space allocation
 FINANCIAL PERFORMANCE: Renegotiated all major service and supply agreements reducing costs 5-
    10%.
PAGE 2                                                                         CRAIG B. MCLAUGHLIN, SLCR
                                                                                             973-941-9710
  ASSET MANAGEMENT: Portfolio Managed: 2,400 Facilities; 10.5 million SF; $350M Annual Operating
   Expenses
 LEASE NEGOTIATIONS: Leased new 141,000 SF Headquarters, negotiated all government agreements
   including a BEIP with the State of NJ and managed the $15M renovation adding a Board Room and C-Suite.
 PROPERTY MANAGEMENT: Designed and managed all Headquarters quality soft services including
   private dining, mail services, 24/7 security, specialty cleaning service and underground parking garage
   operation.
 Managed leasing and operations of NYC residential apartments for Senior Executives.
 INTERNATIONAL REAL ESTATE: Leased 61,000 SF Lab in New Delhi, India and managed the US
   $5M renovation
 INTERIOR CONSTRUCTION: Planned and managed 6 annual major Lab construction projects cutting
   $15M costs by +30% and successfully improving completion times by +50%
STRATEGIC
 STRATEGIC PLANNING: Completed Real Estate/Facilities due diligence for 5 acquisitions totaling +$2B
 STRATEGIC PLANNING: Served as Subject Matter Expert (SME) for four work teams established for
   Corporate initiative to reduce operating expenses by $500M annually

TOYS ‘R US, INC., Wayne, NJ                                                                           11/2003-4/2005
Director of Asset Management
Reporting to the VP of Real Estate, Facilities, Design and Construction, managed an Excess Property Portfolio
including 60+ surplus properties and 90+ properties producing +$16 million annual revenue. Designed and
implemented methodology to dispose of 170+ closed KRU stores at a 30% premium to market. Led the effort to
value all property assets and completing Real Estate transactions exceeding $15 million in profit. The property
asset valuation project led to the successful sale of the Company for $6.6 billion to private equity partners KKR,
Bain and Vornado. Managed the activities of the Real Estate Director, two Design Engineering Managers and
four CAD specialists managing a +$2 billion Domestic Real Estate portfolio including over 700 retail stores,
distribution centers and office buildings.
LEADERSHIP
 RETAIL REAL ESTATE: Managed 170 store disposition resulting from discontinued Kids “R” Us and
     “Imaginarium” operations, generating a $40+ million gain in nine-month timeframe.
TACTICAL
 ASSET MANAGEMENT: 1,000 Facilities; 41 million SF; $2 billion Annual Operating Expenses
 REAL ESTATE LEGAL: Negotiated legal issues and governmental regulations to clear Title defects for
     property transfers
 REAL ESTATE LEGAL: Negotiated necessary property easements for NY EDC managed properties in
     Brooklyn.
STRATEGIC
 STRATEGIC PLANNING: Key Real Estate team member who successfully marketed and took the
     Company private in 2005.
 STRATEGIC PLANNING: Completed a Market Optimization analysis for 750 operating domestic stores
     recommending 250 stores for repositioning.

THE MCGRAW-HILL COMPANIES, INC., New York, NY                                                         10/1987-6/2003
Director of Real Estate (2000-2003)
Reporting to the Senior VP of Operating Services, managed over one-third of the Domestic Real Estate portfolio
of 240 leased properties representing over 10 million square feet, and the Latin America segment of the
International Real Estate portfolio of 105 leased properties representing over 1.4 million square feet. Directed and
measured the activities of the Real Estate Specialist and Administrative Assistant. Implemented lease transaction
and administration activities including: project definition with the client, retaining Brokers, Architects,
Developers, Construction Managers and Legal counsel, developing and managing project schedules and budgets,
negotiating leases, estoppels and SNDA agreements, and managing design, development and construction.
PAGE 3                                                                        CRAIG B. MCLAUGHLIN, SLCR
                                                                                            973-941-9710
   Portfolio Managed: 185 Facilities; 12 million SF; $50 million Annual Operating Expenses
   Project Manager: $15 million/600,000 SF build-to-suit Warehouse/Distribution Center in Central Ohio
   Project Manager: $10 million/300,000 SF build-to-suit Warehouse/Distribution Center in Iowa
   Managed Tribune 40 property/1.6 million SF acquisition integration
   Managed leasing and operation of NYC residential apartments for Senior Executives.

Director of Real Estate (1996-2000)
Reporting to the division Controller, budgeted and managed the Construction Information Group’s Real Estate
portfolio of 180 leased properties representing $10 million annual cost. Established site requirements, performed
site surveys and selection, managed design and construction on-site, directed lease negotiations, managed voice
and data installation and led all relocation activities for 50-60 transactions per year.
 Developed and Implemented Departmental Policy & Procedures Manual
 Implemented new procedure for small office (less than 5,000 SF) transactions cutting project cycle time by
     40%
 Reduced annual rent cost by $1.5 million in 1998 by downsizing/relocating facilities, establishing sales office
     hoteling and telecommuting, and through negotiating alliances with other construction information providers.

Director of Technology (1989-1996)
Reporting to the Vice President of Manufacturing, established procurement, quality and maintenance programs
for $30 million micrographics business.
 Successfully reduced raw material cost 31%, $370,000 annual savings over two years in 1993 and 1994.
 Budgeted and managed $10.5 million annual rent expense for leases at 159 locations in the US. Increased
    review time frame for 50 annual renewals to twelve months from one month.
 Project Manager for production consolidation project in 1994. Shut down six production centers saving $1
    million annually and eliminating 41 FTE.

Manager of Technical Support (1987-1989)
Designed and implemented a national fax information service with traffic levels of 100 calls per day and offering
480 pages of new information daily. Product Manager for new services including automated digitizing of
construction plans, plan size copy service and blueprint copy service.

VAN LEER CONTAINERS, INC., Jersey City, NJ                                                        6/1984-10/1987
        A $1.7 billion manufacturer of steel pails and drums.
Manager of Technology and Materials
Reporting to the Plant Engineer, managed and measured the performance of 3-shift Maintenance Department
directing the activities of 5 supervisors and 50 union employees including millwrights, machinists, electricians
and janitors.
 Managed state-of-the-art incineration system to meet EPA consent agreement for spray booth and oven
    operation. Project completed on time and $10K below $825K budget.
 Reduced force 37% while operating 10% below budget in 1986. Implemented hazardous spill clean up
    program and established PC based preventative maintenance procedures.
 Forecast and ordered steel shipments, implemented computerized inventory, and disposed of hazardous waste.

GENERAL ELECTRIC COMPANY., Fairfield, CT                                                            6/1979-6/1984
Manager, Instrument Service, Fairfield, NJ (1981-1984)
Reporting to the Regional Service Manager, managed the activities and measured the performance of supervisor,
quality control specialist, production planner, and technicians. Performed long-range planning and day-to-day
operations including production control, quality control, inventory control, technician training and project
management of microwave equipment test facility. Provided the capability to grow total business 65 percent and
microwave business 250 percent from 1982 to 1983 while maintaining profitability through direct material, labor,
and expense controls.
PAGE 4                                                                      CRAIG B. MCLAUGHLIN, SLCR
                                                                                          973-941-9710
   Designed and implemented customer status notification system ensuring customer contact every 72 hours.
   Designed and implemented a production control/material flow system increasing cycle time by 50%.
   Designed and implemented a 90-day forward NOI forecasting system for monthly P&L, accurate within 15%

Shop Manager Development Program Atlanta, GA (1981)
Developed financial analysis and market strategy for service business.
 Established marketing program, cold call process and direct sales call program for use by new sales
   professionals.

Manufacturing Management Program Salem, VA; Philadelphia, PA (1979-1981)
 Quality Control Engineer: Implemented Material Review Board and set inspection requirements.
 Manufacturing Engineer: Established methods, planning, and work measurement for transformer assembly.
 Purchasing Analyst: Managed Material Acquisition System used in electronic parts procurement.
 Shop Supervisor: Directed the activities and measured the performance of 20 electronics technicians

                                                EDUCATION
BSEE, Electrical Engineering/Economics, Duke University, Durham, NC

                                     PROFESSIONAL DEVELOPMENT
Toastmasters International/Competent Toastmaster (CTM)
Member - CORENET Global
Senior Leader Corporate Real Estate Certification (SLCR)
Six Sigma Green Belt Certified
Member - Real Estate Executive Board

								
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