To obtain a leadership role in Real Estate, Facilities Management and/or Corporate Services where my broad base of Experience can be leverage to drive best in class results and positve sustainable bottom line results.
PETER J. OLSON
23 Barry Lane • Simsbury, Connecticut 06070
860-944-6280 • peter-olson[at]sbcglobal.net
REAL ESTATE AND FACILITIES LEADER
Results driven leader with extensive experience in the development and execution of real estate portfolio strategy, transaction, facility and project management solutions. Creative problem solver with strong analytical, collaborative and team building skills; able to envision corporate solutions in support of diverse business requirements. Recognized leader in the development and implementation of best-in-class solutions. Works to build service and team based culture by promoting transparency and being a strategic partner in the fulfillment of client business requirements.
Portfolio Strategy & Strategic Planning • Transaction Management • Lease & Contract Negotiations
Service Provider Management • Building Operations & Maintenance • Relationship Management
Property Management • Project & Construction Management â€¢ï€ Architecture and Design
Process & Expense Optimization • Metrics & Measurement • Staff Development
Asset Acquisition & Disposal â€¢ï€ M&A Integration â€¢ï€ Change Management
PROFESSIONAL EXPERIENCE
WEBSTER BANK, Waterbury, CT 1993-2009
$17.5B financial services organization providing commercial and retail banking, insurance, structured lending and equipment financing. Webster operates 185 retail stores and over 500 ATM’s with physical presence in 10 states. Total employment of approximately 3,000.
Director Corporate Real Estate • (2007-2009): Managed portfolio comprised of 185 retail and 30 corporate office sites totaling 1.9M square feet. Annual operating budget of $50M and capital budget of $8-10M. Directed staff of 36 with responsible for portfolio strategy, transaction management, lease administration, facility, design, construction and project management, asset life cycle planning, client relationship management, contact negotiations, space management, distribution and food services. Chair Facilities Steering Committee and Capital Expenditure Committee.
• Developed Real Estate strategic plan to consolidate aging infrastructure and fragmented operations throughout New England. Significantly improved operational efficiency with projected NPV savings of over $15M NPV.
• Led site selection, transaction negotiation, design and construction of new $3.8M flagship center in Boston MA and $2M center in Providence RI.
• Reduced expenses by $400k through renegotiated existing leases in soft market, while improving renewal and exit terms.
• Reduced annual utility expenses by $600k through reverse auctions on electricity and gas.
• Negotiated 68% discount on national contracts for standard furniture and flooring.
• Introduced Client Relationship model to improve customer experience through internal SLA’s and measuring results with balanced score card system.
• Implemented sale/lease back program for dual use bank retail and subtenant space sites.
• Generated $275k 2-year cumulative annualized savings through implemented annual tax appeal process for all revaluations.
• Developed employee recognition program to improve staff engagement and overall satisfaction.
• Designed and implemented new centralized organizational structure to reduce operating risk, leverage spending power and improve service delivery. This initiative resulted in several staffing reductions.
PETER J. OLSON
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Director Corporate Services, Bank Security Officer • (2004-2007): Directed staff of 60 responsible for all real estate and office services disciplines including; purchasing, vendor management, health & safety, physical security and insurance. Board-appointed bank security officer. Cap Ex Committee Chair.
• Reduced occupancy expenses by $1M and enabled rollout of common operating culture through development and implementation of master plan consolidating 5 subsidiary sites into a single facility. Project subject of Herman Miller case study.
• Re-engineered vendor management function to create ‘Best in Class†model as recognized by OCC.
• Realized 20% reduction in insurance premiums by centralizing and standardizing process/procedures.
• Reorganized security function including policy and procedure revisions and replacement of all monitoring technology and physical systems for over 200 sites.
• Implemented organization wide capital requisition, approval and tracking discipline to manage $45M capital budget.
• Directed site selection, lease negotiations, design and construction of new retail store prototype for 20 site expansion across New England.
Director Property Management • (2002-2004): Managed team of 38; oversaw all disciplines relating to planning and management of 2.3M square foot real estate portfolio across 10 states.
• Negotiated site acquisition, state and municipal incentives for consolidation of 400 staff from multiple sites to flagship resource center. Annual operating savings in excess of $1.8M, project, reduced staff attrition by over than 10%. Project received recognition for workplace design excellence.
• Collaborated with executive management to develop new corporate brand; managed rollout for signage and in store merchandising at over 200 sites.
• Led real estate and corporate services due diligence and integration team on 8 acquisitions.
• Appointed to senior leadership team who redesigned the banks performance management program
Vice President Property Management • (1993-2001): Established and built real estate function to facilitate bank expansion from $600M to $18 billion in total assets. Developed all policy and procedures, managed staff hiring and directed all real estate strategy, property management, construction, planning and execution.
• Led real estate due diligence and integration team on 23 acquisitions.
• Negotiated acquisition of 60,000-square foot office building for $5.00 per square foot.
• Streamlined real estate portfolio through sale or early termination of 70 non essential properties
• Directed design and managed renovations for 80 branch sites over 3-year period.
FLEET BANK/BANK OF NEW ENGLAND/ CONNECTICUT BANK AND TRUST 1985-1993
• Progression from management trainee to various management positions within real estate
EDUCATION
Bachelor of Science Business (1985)
Sacred Heart University, Fairfield, Connecticut
PROFESSIONAL TRAINING
Disney Institute – Training in Leadership, People Management & Service Delivery
University of Connecticut /Webster Business Mastery - Masters Program (Designed for Webster Bank)
New England School of Banking
LEED AP anticipated completion fall 2010
MEMBERSHIPS, BOARDS & AFFILIATIONS
REEB (Real Estate Executive Board) IFMA (International Facilities Mgmt Association) BOMA (Building Operating Management Association) CoreNet Global (Corporate Real Estate Network)
Board of Directors Chair - CoreNet Global CT/Westchester Chapter
Board of Managers Chair Farmington Valley YMCA
Professional Ski Racing Coach
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