Spaulding & Slye Colliers (Acquired by: Jones Lang LaSalle)

President

Independent, high profile Boston and Washington, DC commercial real estate development and services firm, with financial performance eroding, managing partners seeking exit without succession options, and with general unrest and defections among senior members of the partnership group.

In Vision: Set the intention to build the platform for a succession of management and for the creation of equity value for members of the partnership.

In Strategy: Restructured all service operations as profitable responsible business units, with collateral intentions to build a shared portfolio of owned real estate assets to create equity value.

In Execution: Reorganized all activities into strategic business units with strategic plans and budgets. Established structure for a shared pool of equities and incentives for finders of additions to the pool. Upgraded management of certain business units and incentives for developing work that cut across SBU boundaries.

Return to prior levels of profitability with stepping up of the
next generation of leadership and management, leading to value creation for the partners through sale of the company to leading global commercial real estate organization.