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2015 - Present

San Francisco State University

Adjunct Professor

I have been teaching the basic Principles of California Real Estate class as an elective in the Finance Department since Fall of 2015. This has been a very rewarding effort and has complimented my volunteer work with CREATE, a program the works with college students to introduce them to career opportunities in Commercial Real Estate. See




CBRE is a global fee services real estate company. As Director, I oversaw the management teams for over 6 million square feet of commercial property in the San Francisco area. My primary client was a health care REIT and I was responsible for the client relationship for 4.8 million SF of health care properties locally (with direct responsibility for the management team), as well as for 4 million SF of medical office buildings in 6 western markets as the client’s single point of contact. I was also responsible for the management teams and client relationships for two retail properties at Fisherman’s Wharf and two large downtown high rise office buildings. At Anchorage Square, the property underwent a major upgrade over a 4 year period, including reconfiguring pedestrian traffic routes, painting the buildings, a new image and wayfinding program, re-leasing an anchor restaurant space and upgrading the leasing program. I oversaw a very strong retail manager who took full charge of this effort. At Ghirardelli Square, we transitioned the property through a foreclosure to bank ownership and undertook a major leasing effort as well as ADA upgrades and an improved wayfinding program.






Hired as General Manager for 225 Bush Street, an historic Class A high rise office building containing 600,000 square feet of office space. Oversight of contract service providers and three employees. Completed move in of major tenant, occupying approximately 60% of the building, and then coordinated their departure during the bust. Oversaw the same tenant’s subleasing of the space (lease guaranteed by national company). Managed numerous other tenant improvement projects, including a ground floor bank. Within six months took over management of the remainder of the portfolio (three other properties), with responsibility for all property operations, including financial reporting to ownership and hiring of an Operations Manager. Promoted to Director of Real Estate in 2005, and took responsibility for negotiating new leases, analyzing potential new acquisitions, coordinating property dispositions and handled investor relations. Coordinated the sale of two properties (each two times), maintaining management of the properties before, during and after. Coordinated the acquisition of one property. Responsible for investor relations, providing bi-annual letters to each investor and answering questions throughout the year.





General Manager of a two-building office complex containing 728,000 square feet of tech and traditional office space. Oversight of staff of ten employees, including leasing manager, operations manager, property accountant and chief engineer. Responsible for all property operations, including financial reporting to ownership. Oversight of leasing and tenant improvement process to maximize rents in a rising market, retain existing tenants when possible and otherwise provide a smooth transition for new tenants. Assisted ownership in planning expansion of parking garage (from 67 spaces to 225 spaces) and adding three floors to one building (180,000 square feet). Extensive networking with adjacent property owners and developers, namely PacBell Park (the S.F. Giants) and Mission Bay (Catellus, the Redevelopment Agency and other developers), as well as local Community Advisory Committees. Negotiations of lease agreements and license agreements with telecommunications service providers. Completed extensive capital improvement projects throughout the two buildings.



THE ESTATE OF JAMES CAMPBELL, a private $2.2b trust


Represented ownership interests for a series of portfolios of commercial properties with total values averaging $170 million in major markets around the country, including office, industrial and retail. Oversight of the acquisition due diligence, hired (and fired) outside management and leasing firms and local legal counsel, prepared asset plans, approved operating budgets, established capital improvement programs and plans for enhancing asset value, negotiated major leases and reported to senior management and the Board of Trustees on a monthly, quarterly and annual basis.

"...I have a knack for thinking outside the box to formulate plans and objectives that maintain a timely schedule while still remaining on budget"
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