David Genovese

Responsible for Property and Facility Management services for the JPMorgan Chase Midtown/HQ campus. Property portfolio of 5.0 million square feet among seven locations: two owned and wholly occupied HQ buildings, and five leased locations. Staff of seven direct reports, five Chief Engineers, forty engineers and 200 Third-party staff. Annual budget of $68MM.

• Managed 2014 Operating budget to a 4.1% positive variance.
• Maintained 100% uptime of all properties.
• Successfully completed Annual Significant Maintenance Shutdown event for each property.
• Directly Managed $525,000 multi-floor decommissioning project.
• Managed Landlord relationships in 5 leased locations totaling 2.5 million rsf.

§Regional Manager Strategic Accounts (6/01/11 – 04/01/14),

§Northeast Regional Manager (6/01/08 –5/31/11),

§New York City Regional Manager (6/01/02 – 5/31/08),

§Director of Project Management (10/01/00 – 5/31/02)

As Regional Manager, responsibilities included Relationship Management, Business Development and Solution Sales.As Northeast Regional Manager, managed 5 Sales Executives in 4 offices (Boston, New York, Philadelphia and Chicago). As Director of Project Management, was responsible for all projects in 4 regional offices.

• Developed a cumulative recurring revenue stream of $800,000 per year.
• Managed diversified staff: Regional Project Managers, Field Installation Technicians and a headquarters-based graphics and data entry group.
• Diversified subcontractor base to improve installation quality, reduce direct costs and improve profit margins by 10%.
• Developed standard timetables for various system installations to:set customer expectations, support installations, and improve manufacturing and processing.

Asset Management - Responsible for Property Management and Facilities Management for 3.5 million square feet located in 8 New York City (NYC) locations and 15 North, Central and South American (Americas) locations.Managed annual budget of $50MM, out-sourced professional staff of 67 and trade vendor staffs of 250.

• Initiated and fostered cooperative relationships with peer groups: Legal and Construction.Reviewed lease terms and developed process to improve evaluation of new space options and provide better cost estimates, resulting in a construction expense savings of $500,000 and an accelerated move-in schedule.
• Joined the NYC utility deregulation program after identifying savings opportunities and risk exposure, resulting in savings of $750,000 over two years.
• Creatively managed NYC and Americas Branch staffing in a participatory manner to maintain business unit services and standards during a period of rapid space growth (25% increase in 8 months) and decrease operating costs 10% on a square foot basis.
• Managed all retail leases in two MS-owned office buildings, include initial negotiations, build out and financial reporting.
• Assumed management responsibility for technology rooms for all Americas branch locations.Identified branch office locations for risks of critical system interruptions.Developed capital and operational response plans resulting in the avoidance of 50 opportunities for business interruptions.
• Identified, purchased and implemented a centrally networked, computerized maintenance management software system for Facilities helpdesk, engineering maintenance and purchase order systems, resulting in consolidated performance metric reporting, centralized maintenance record keeping and improved customer service satisfaction.Ground Transportation Management - Responsible for managing the NYC Ground Transportation (Black Car) service. Provided 300,000 annual rides at an annual expense of $15M, with a direct staff of 3, vendor-contracted staff of 12, and six car service companies.

• Negotiated and enforced new contracts to create and elevate service standards and to stratify quality and provide regional service companies, resulting in reliable service, vendor accountability and an 80% reduction in complaints over 6 months.
• Introduced new web and database technologies to provide access to current billing data, flexible financial reports, and cost and policy controls, resulting in the capture of meaningful metrics and an anticipated annual savings to the Firm of approximately $1.2M.