Brian DeBock

Operations: Oversee a portfolio of 20 owned commercial real estate assets and 8 direct managed and leased properties (parking lots/structures) with a total revenue of $69 million, and $41 million in NOI encompassing several major markets (Philadelphia, Baltimore/Washington DC, Atlanta, and Boston). Report to the COO with authority to make all decisions related to business development and operations. Collaborate with the executive team related to acquisition and capital projects. Make decisions based on complex data analysis, including monthly statistics for unit mix and P&L. Assess opportunities for acquisition and disposition, performing due diligence and making recommendations to executives. Communicate corporate initiatives, and motivate stakeholders to meet goals. • Currently serve on the Strategic Decisions Group, which makes decisions on long term planning, budgets, P&L, and technical innovation. • Currently playing a lead role in designing and implementing technology to enhance point of sale platform for revenue control. • Consistently exceeded goals for revenue and NOI (net of real estate taxes). • Identified an asset that grew from $1.2 million to $2 million in revenue within the first year after purchase. • Successfully transitioned 3rd party operator for owned operating platform in Philadelphia, Baltimore/WDC and Atlanta. Recruited and selected on behalf of 3rd party operator the General Manager for each region and operations team. • Directed acquisition, integration, and enhancement of properties purchased for as much as $34 million. • Managed all stages of business development and construction for conversion of a parking lot to a hotel built and operated by a third party with a 313 unit parking structure. Team Leadership & Sales: Assign duties to direct reports, and 3rd party operator, encompassing 3 Operations Managers and 3, 3rd party General Managers in each market.

Managed a commercial real estate portfolio of 3 owned and 4 managed assets with $16 million in annual revenue, with $8.4 million in NOI. Led a team that included a General Manager, 7 Managers, HR/Administrative Assistants, and 150 employees. • Demonstrated leadership skills needed to direct a large team, oversee daily operations, and meet strict P&L goals. • Coordinated disposition of 3 assets resulting in a gain of $71.7 million. • Implemented a reporting system (ePark II) that provided daily reports on national revenue and 2.5 million transactions per month. Directed and delivered project on time and under budget. Project budget of $500,000. • Led transition to a third party operator (LAZ). • Managed a business initiative (Blackbox) that involved pulling monthly and transient revenue streams directly form point of sale (POS) devices to increase accuracy, efficiency, and reporting timeliness. • Promoted from roles as Director of Operational Audit (2003-2004) and Director of Operational Accounting (2001-2003).

Primarily responsible for managing the National Operational Audit function with outside audit staff located in Atlanta, Chicago and Washington DC markets. Directly responsible for re-engineering audit team focus, pushing towards risk assessment to determine facility audit timing, while standardizing audit techniques and forms utilized nationally. Leveraging both direct audit staff and operations management.

Primarily responsible for managing the accounting, revenue accounting and finance functions for all outside markets. Responsibilities consisted of managing the financial and revenue reporting processes, coordinating annual budgets, and improving the standard financial package while building the relationship between Operations and Finance. Directly responsible for the National Centralization initiative, which encompassed individual market evaluation and creation of comprehensive integration plans to successfully centralize all outside markets in a timely and cost effective manner. Total annualized savings consist of $500k through headcount reductions and $250k annual audit savings. Member of the Internal Audit Steering Committee charged with determining the scope and vision of the internal audit group, focusing on loss prevention. Implement, document and monitor accounting best practices in order to reduce costs, improve efficiency and ensure reporting accuracy.