Jason W.

Jason has extensive financial management experience. He has had $90M+ P&L responsibility, including budgeting, actuals reporting, forecasting, cost driver analysis, and YoY growth/contraction targets. Includes Capital Planning, alignment to strategic plan, objectives, departmental allocations, and alignment to Finance Capital Policy.

Business case development & presentation for $6M upgrade and cloud migration for the second largest FM CMMS system at CBRE, Inc.

Cost optimization project while VP of Digital & Technology at CBRE, Inc. Included full P&L analysis down to individual GL account level, Cost segregation, analysis of cost drivers, trending & analytics, and comparisons to benchmarks. Reduced run rate opex cost by ~ 10% and gave new visibility to cost drivers and financial levers.

Jason created and implemented the strategic plan for a new Operational Excellence Program for $20B division of CBRE, Inc. Scope of the plan included any Fortune 200 client account globally that was in distress due to missed management/incentive fee, higher costs than guaranteed max contracts would allow, or potential contract termination.

Jason worked directly with CBRE Account and Client Leadership to understand root causes and actively remediate.

The program reduced P&L risk by $20M over a 3-year period.

While at NorthMark Strategies, I created a 2-year strategic plan to improve service performance, mature analytics on portfolio performance, and

eliminate operational risk.

The plan expanded usage of the facilities management system by 77%. It also standardized equipment management processes globally

and significantly reduced business impact due to equipment downtime.

The company had no means of space planning, so the strategic plan automated the Space Planning process. Loaded floorplan data that was missing across 68% of the portfolio. Designed

processes for data management and established clear ownership of Space Planning.

Finally, the plan reorganized service delivery teams to implement follow-the-sun support and improve P2P processes. Resulted in 33% reduction in time to load annual facilities purchase orders across the US portfolio.