Experience

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  In Acquisition Mode

  • Fair Oaks, California, United States

  • Land and Home-building Professional

    • Jun 2020 - Present
    • Fair Oaks, California, United States

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  The New Home Company Inc.

  • Roseville, California

  • Vice President of Land Acquisition

    • Jul 2018 - Jun 2020
    • Roseville, California

    TNHC’s VP Land helps develop the land strategy, manages the acquisition and disposition of land assets and oversees the land capital expenditures for the division. Accomplishments while employed as VP Land for TNHC include:• successful acquisition of Russell Ranch Phase 1 (394 lots in Folsom), Nuvo at Artisan Square (145 lots in North Natomas, Sacramento), Park View (60 lots in the Whitney Ranch MPC in Rocklin), • refinance and acquisition via land bank of Brighton Landing (418 lots in Vacaville), • completion of land acquisition activities in Ellison Park (Milpitas), River Islands (Lathrop) and Canyon View (Rocklin), • successful disposition of Russell Ranch Village 4 (Meritage Homes), Russell Ranch Villages 6 and 8 (Anthem United Homes), Brighton Landing Village 12 (Meritage Homes) and 28 of 31 “small volume builder” custom lots in the Cannery (Davis),• further developed, maintained, submitted and utilized all land records and reports for the division including quarterly disclosures and PAPA records.

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  BlackPine Communities

  • Sacramento, California Area

  • Chief Financial Officer

    • Oct 2017 - Jul 2018
    • Sacramento, California Area

    The BlackPine Communities CFO manages the financial strategy and operations for the Company including:- the formulation, management and processes for the debt and equity financing of the company,- management of the Finance and Accounting function within the company including internal and external reporting, cash management, tax, forecasting, budgeting, financial controls and risk management,- strategic advice for the founder / owner / CEO relating to all financial matters, and financial and operational support for all company departments and personnel.

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  Fusion Development Group, Inc.

  • Roseville, California

  • Principal

    • Oct 2008 - May 2016
    • Roseville, California

    Fusion Development Group Inc. (FDGI) is a Consulting and General Contracting Subchapter S Corporation created in 2008, headquartered in Roseville, California. CSLB# 927701, expired • With two other founding partners, from 2008 to 2011, performed multiple consultations and analyses pertaining to real estate feasibility studies, land purchasing opportunities, market research and work out scenarios. • With one founding partner and two employees, from 2011 to 2016, completed over 100 residential remodel jobs, for owner / occupants mostly in the Sun City Roseville area, ranging from $5,000 per home kitchen remodels to $80,000 whole house remodels, while achieving the highest possible referral rate from our customers (100% would absolutely recommend FDGI to a friend). At its peak in 2015, FDGI achieved the completion of 20+ jobs with revenues of $412 thousand.• The creation and management of this firm provided invaluable experience with respect to the formulation, licensing, insuring, financing, marketing, administration and management of a small business. In addition, a strong reminder of the importance of customer service was achieved by working with the customers from the time they were introduced to our firm to the time the job was completed for them.

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  Beazer Homes

  • Roseville, CA

  • VP Finance, CFO, COO, EVP, Market Manager

    • Jan 1995 - Mar 2007
    • Roseville, CA

    Known as Beazer Homes Northern California in the Sacramento market• Hired as VP Finance in January 1995 as the seventh employee for the division, served as the President’s right hand person and primary corporate liaison for over eleven years. Was promoted to Chief Financial Officer (1997), Senior Vice President & CFO (1999), Executive Vice President & CFO (2001), EVP & Chief Operating Officer (2004) Division Market Manager (June 2006).• Throughout tenure at Beazer Homes, maintained direct control over two vital areas; the strategic business plan and the primary strategic asset, land. Was instrumental in steering Beazer into suburban infill communities in the late 1990’s and toward higher density mixed use communities such as Capital Village in Rancho Cordova and Natomas Field in the City of Sacramento in the 2000’s. • Beginning in fiscal 1995, when the division achieved two home closings and revenue of $525 thousand, grew exponentially to over 1,200 closings and $300 million in revenue by fiscal 2005, by being able to:• Mitigate resultant growing pains via communication and continuous operational improvement,• Attract top personnel and minimize turnover via innovative compensation structures, training, empowerment and progressive goal setting,• Employ innovative off balance sheet solutions for land acquisitions, which when used in conjunction with an overall strategy of low investment, high volume, high quality, high service and average margins, allowed the division to consistently be one of the top three of Beazer’s 28 divisions in terms of closing volume, revenue, profit, return on capital employed, value created and customer care scores.• Was selected as the Founding Chairperson of the Beazer Homes USA, Inc., Financial Leadership Council as well as one of two Brand Ambassadors for the Beazer Home Brand strategy employed in 2004.

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  Ryland Homes ( which became CalAtlantic, which became Lennar)

  • Sacramento, CA

  • Accountant, Financial Manager

    • Feb 1989 - Dec 1994
    • Sacramento, CA

    Larchmont Homes, a.k.a. MJ Brock & Sons and The Ryland Group, was the Northern California operating division for what is currently the Cal Atlantic Group, a national homebuilding company. From the mid 1980’s to the mid 1990’s the division averaged 450 home closings and $70 million in revenue per year and operated within the Sacramento Metropolitan Area and East San Francisco Bay Area. • Hired as Division Accountant in January 1989, was promoted to Division Controller (1993) and Division Finance Manager (1994). • Primary accounting responsibilities included coordination of the month end close process, creation of month end internal reporting packages, supervision of five person Accounting staff, management of a $35M balance sheet, supervision of audit procedures, oversight of division computer, tax and cash systems.• Primary business deliverables included the creation and monitoring of $70 million annual business plan, administration of fixed and variable cost budgets and controls, evaluation of eight new communities via the land feasibility process, formulation and management of four joint venture home-building partnerships, procurement of $59M in external sources of Acquisition, Development and Construction financing from four major banks, procurement of $275 million in internal working capital through the Ryland credit facility and market, cost analysis and product pricing for 2,700 homes over a six-year period.• Was selected for participation in the Sacramento Division Leadership Team, the group charged with determining the strategic direction of the division, as the exclusive division representative on the Ryland Accounts Payable decentralization project where the AP function was transferred from the regional office to the division offices, as the primary division representative on the Oracle General Ledger implementation and conversion team and as the primary division contact in the JD Edwards GL and Homebuilder conversion projects.