Centennial, CO 80122 (303) 478-2357 firstname.lastname@example.org
VICE PRESIDENT OF REAL ESTATE
Real Estate and Brand Development / Franchising / Market Plans / Site Selection Processes /
Leasing / Acquisitions / Dispositions / Asset Optimization / Lead RE Teams / Multi-Unit / ROI /
Turn-Around / Capital Budgeting / Re-Imaging / Facilities Value Engineering
Highly successful Development and Franchising executive with a solid strategic business foundation and national
company experience (Burger King, Boston Market, Denny’s, Rock Bottom, Wal-Mart). A proven team builder
with an intense work ethic and keen sense of strategic thinking, creates and drives vision for re-inventing and re-
energizing mature, moribund businesses and teams as well as launching and mentoring new ones. Able to balance
multiple priorities of cost control, new unit growth, IRR hurdle rates and profit to deliver exceptional results and
exceed revenue projections and goals for Fortune 100 companies and emerging concepts.
Dynamically led and changed the culture of top notch teams and successfully drove all aspects of Brand
Expansion, Real Estate and Franchise Development, Asset Management and Construction processes from
lead/site generation and qualification, through documentation and closing, to highly successful new unit openings.
Set growth strategy to develop comprehensive franchising and brand development platforms. Consistently improve
bottom line results on significant real estate assets, corporate leases and acquisitions. Highly proficient in:
Developing comprehensive business strategies enabling growth of company, brand, franchise and
partner Real Estate platforms in both the Traditional and Non-Traditional business channels.
Creating, presenting/marketing, selling-in, managing and executing Real Estate, Brand and Franchise
Market Development Plans to meet acceptable new Store/Unit/ Franchisee targets, strategic
market/channel growth, profitability and portfolio returns.
Developing, building and expanding alliances with key executive decision makers, corporate and
partner/franchisee/third party, to drive rapid and sustained growth.
Evaluating, revitalizing, recruiting and coaching of successful multiple territory Real Estate/Franchise
/Construction teams, both Field and Corporate; turning diverse groups of employees into smoothly
running, highly profitable teams.
Directing evaluation, extension, renewal, transfer or re-franchising and termination of all Real Estate,
Franchise and related transactional agreements.
Executing turn around strategies, re-positioning / re-branding, directing building and FF&E “value
engineering”, and cutting Design/Construction costs to ensure maximum unit ROI, IRR and real estate
Key Skills: Significant track record of success in the restaurant, retail and hospitality industry with broad multi-
market experience. Strong verbal communication and presentation skills, with an ability to get things done quickly in
accordance with the corporate strategic plan. Works well under pressure, and can handle multiple tasks/demands
with changing priorities under tight deadlines. Accomplished at building consensus and team loyalty.
Career History and Highlights
BURGER KING CORPORATION, Promoted to National Director of Development (U.S. & Canada) from Senior
Real Estate and Asset Manager (West/Mid-West Regions), 1999 to 2009. Unlocked Development potential
through implementing “change” culture to development department, embracing active cultivation and management
of new and existing relationships with Franchisees, Brokers, Landlords, Developers and Vendors. Supervised
analysis and management of strategic new markets, site criteria, physical building design, site-share, co-brand and
re-flagging and conversion opportunities. Resolved all Franchise “ADR” issues (Encroachment/Dispute) both U.S.
and Canada. Managed budget of $9M and staff of 175+.
Team Turn Around. Dysfunctional and poorly performing development division had a record of new
restaurant openings that were at all time lows. Tasked with dramatically improving the team’s performance.
Analyzed roadblocks and potential problems within the existing system. Introduced and implemented
substantive positive changes to all communications with new and existing franchisees. Re-shaped and re-
energized the Development culture and the 15 person team of Regional Development Managers at BKC by
changing the team’s focus, relationship management and priorities. Increased openings by 37% in the first
year, exceeding stretch goal by 15%, leading to an increase of 165% over three years. Additionally, net
restaurant growth improved by 25 new units for the first time in seven years, while doubling the number of
actively developing franchisees.
Improving Franchise Relations to Increase Sales. Tapped to take over a tense and unproductive
relationship with one of our major Minority Franchisees, involving a 42 restaurant portfolio and a stalled
capital commitment of $7.1M. Re-assigned $7.1M to remodel and rebuild a large portion of 42 restaurants,
thus driving system sales, creating income for franchisee and ROI/IRR for BK on its capital. Developed
strong working relationship with the franchisee and its officers to ensure decision making power and
commitment of owner capital. Rebuilt 6 restaurants, completed major remodels on an additional 11, with 8
more under construction. Increased sales 35% on scrapes and over 20% on major remodels, leading to
significantly higher royalty on sales, an attractive IRR on new capital and a much improved DMA image.
Increasing Development and Franchisee Pipeline. Charged with increasing development efforts in near
term and providing for the sustainability of future growth by rapidly expanding the pipeline. Initiated new
identification process for leads on potential new site candidates. Drastically improved relationships with
Developers, Brokers and Landlords to increase lead generation. Increased pipeline by over 200% in first
year and 375% over three years, going from 65 to 192 to 240+.
Rejuvenate and Re-deploy Underperforming Markets and Assets. Highly successful IRR management
of 290+ locations in 51 DMAs covering 26 States. IRRs, Sales and AUV numbers were stagnant in two
major markets. Developed, negotiated and implemented a fresh, innovative “DMA Enhancement Plan” for
the Seattle and Denver markets. Successfully presented and justified to Investment Committee, BKC’s
funding of $4.2 and $3.2 Million respectively to support the acquisition, remodel and re-build of 30+
underperforming restaurant properties under the Plan. Achieved an IRR of 19% - 21% on new capital and
through individual sales increases averaging 26% created additional portfolio value in excess of $3.5M.
Principal, Business Development Int., 1997 to 1999. Served as primary Contractor for Boston Market in its pre-
Chapter 11 filing aggressive lease/rent reduction program. Achieved over $2.1 million (PV) in Lease savings in 6
months. Primary Contractor for Denny's in its aggressive 150 unit remodeling and lease renewal/rent
reduction/landlord capital contribution program, covering the U.S. market. Realized over $500,000 in Lease savings
in under 6 months. Provided strategic location, market and site feasibility advice for several regional and national
restaurant companies. Managed $3M budget and staff of 34+.
Director, Business/Franchise Development, 1995 to 1997. Rock Bottom Restaurants, Inc., an $88M casual
dining restaurants and brewpubs chain. Develop and implement strategic growth initiatives to grow brewpub
segment (Walnut Brewery, Rock Bottom Brewery and The Chophouse brands)covering generic new growth,
targeted markets and targeted existing brewpub restaurants/concepts to acquire; as well as strategic alliances/joint
ventures (such as Little Caesar's Pizza).
Design and generate complete Franchise Offering Program for the Old Chicago restaurant concept. Created 5 year
growth plan involving national and international targets for all of the brewpub, joint-ventured, franchised and kiosk
concepts; designed to increase restaurant count by 250% over 5 years. Managed budget of $6M and staff of 15.
VP, Investments Legal, 1988 to 1995. GWL Properties, Inc., the $900M Real Estate subsidiary of Great-West Life,
a $38B Life, Health and Annuity Company. Directed maximization of company's real estate assets while achieving
a substantial reduction and retrofit ($220 Million/year average) of their multi-billion dollar real estate and mortgage
portfolio. Directed and conducted legal and contractual negotiations, while ensuring all real estate operations, re-
developments, disposition and sales strategy processes and negotiations ran efficiently and within acceptable
Simultaneously charged with direct management, retrofit and disposition of a mixed-use portfolio of 60+ properties,
consisting primarily of retail centers, but including multi-family, office, industrial and land. Managed budget of $1.6M
and staff of 21.
Joint Venture Consolidation. Mandated to dramatically reduce GWL parent company’s real estate
portfolio and exposure, amidst stiff competition from other large portfolio sellers. Tasked with creating
viable deal structures to buy-out joint venture partner Saloman Bros. as partners on a $30M 5 building
apartment complex in Dallas which was losing money and now was worth less than the debt on the
property. Structured deal using section 1031 tax-free exchange provisions, several mortgage swaps, a
cash-flow limited guarantee, equity participation and 3 tiers of debt. Closed on acquisition/exchange of their
50% joint venture interest, saving over $4.5M (PV) in losses.
In-House Counsel/Director, Investments Legal, 1979 to 1988. The Great-West Life Assurance Company, a
$38B insurance and investment company. Oversaw provision of legal advisory services in support of the company’s
massive investment activities (with particular emphasis on real estate). Reviewed, negotiated and closed legal
documents from all investment classes (real estate, debt, equity, bond, stocks/securities, joint ventures etc.).
Served as key contributor to investment team responsible for acquisition and development of all Canadian and US
real estate investments as sole owner, mortgagee or joint venture participant. Directed over 40 joint venture/partner
deals involving in excess of $400M. Managed budget of $800K and staff of 32.
Legal Precedence for Market Share Growth. The Great-West Life Assurance Company was seeking
investments with the highest possible returns in order to competitively price its insurance products to
continue its rapid growth and market share. Charged with helping to make those investments and ensuring
their statutory compliance with governing regulations for all investment classes and types, including real
estate segregated funds. Researched all of the CABICA investment regulatory provisions, reviewed all of
the available case law and prepared a position paper with a compelling series of arguments to support
GWLA’s portfolio position with the Department of Insurance. Set up and began marketing the first R.E. seg
fund of its kind in the country, resulting in growth of $200M then to $500M. Fund remained largest of its
type in Canada and I was asked to review and advise on the proposed new Canadian Insurance Act and
Education / Training / Personal
University of Manitoba; Double Major Philosophy & Sociology; BA
University of Manitoba; Masters Program – Philosophy (Logic)
University of Manitoba; LLB (JD)
Certificates / Registrations / Licenses:
Law Society of Manitoba; Barrister and Solicitor
Coaching Youth Sports - Hockey and Soccer. Beginners through AAA 18 year olds. I hold an "Advanced" Coaching
Designation from USA Hockey. Spent 7 years as a Coach and VP of Coaches for Littleton Hockey Association
Franchise Executives Group
Fast Casual Alliance
I.C.S.C. - International Association of Shopping Centers
Sports and Hobbies:
Hockey / Running / Biking / Sailing