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CHICAGO, ILLINOIS 60601 312.590.0959

Solution-focused and profit-driven leader with the vision, experience and business acumen to move beyond the expected and formulate costeffective strategies to deliver exceptional results, maximize resources and increase revenue. Skilled at managing cross-functional teams and
implementing workflow processes that improve productivity. Reputation as a problem-solver and change-agentand active, hands-on leader
in senior positions at companies ranging from entrepreneurial ventures to publicly held realty enterprises. Relationship builder with a history of
developing cohesive teams through mentoring, participative communication and accessibility.

Regional Manager - Chicago (2014-present)


GlassRatner Management & Realty Advisors is the real estate management and consulting arm of GlassRatner Advisory & Capital
Group, that is primarily focused on the management, stabilization, rehabilitation and ultimate sale or liquidation of real estate assets.
Generally, the company is employed in distressed or difficult situations involving real estate assets requiring more than typical
management services. Currently engaged in positioning eight B & C Midwestern apartment assets (REO and foreclosure) for
successful disposition by institutional owners: the assets have now been positioned for sale at full occupancy.
Designed a marketing and leasing program that successfully positioned the portfolio at 99% occupancy
Reduced delinquency by 65% in three months
Completed 2 million dollars in property repairs and improvements
Vice President (2013-2014)


Pinnacle is one of the largest property management firms in the nation with a widely dispersed portfolio. The company has had little
presence in the Chicago market since the 1990s and in 2013, the market was identified as a growth target. Recruited to develop a
management presence in the Chicago marketplace while directly managing a mixed portfolio of apartment assets in six locations.
Portfolio included properties in Illinois, Indiana, Wisconsin and Michigan that were in various stages of distress or value restoration
and, in one case, a fractured condominium high-rise deconversion.
Created and implemented a program to take a struggling condominium to a fully occupied rental asset
Developed new fee-management business opportunities through contacts in the industry
Moved overall portfolio occupancy and financial performance to above market expectations
Vice President and COO



Lifeline Holdings intended to work closely with lenders and distressed homeowners to offer a scalable solution to avoid the
foreclosure process and provide financial and social benefits to all parties involved. Innovative and intuitive systems were to be
employed to avoid the personal and financial losses that a foreclosure typically entails. Distressed homeowners would receive an
opportunity to rebuild their finances by becoming renters in their own homes and communities could benefit by the maintenance of
neighborhood stability. Lifepoint Property Management was the wholly owned subsidiary of Lifeline, intended to provide property
management services of exceptional quality for the companys anticipated owned portfolio of single family homes. Mr. Zink served
as Vice President of Lifeline and as COO of the management company during the period of an attempted capital raise to facilitate
home purchases.
Applied successful multi-housing concepts to the single-family industry
Developed fee-business to test management concepts in anticipation of acquisition of owned portfolio
Developed strategic plan for growth outside of initial (Chicagoland) operational base


(2008 2012)


Zink Partners was a specialty consulting firm that provided income enhancement and cost reduction advice to owners and operators
of multifamily housing nationwide. The firm handled both individual asset assignments as well as counsel on complex portfolio and
corporate structural concerns. Assignments have included organizational redesign, strategic redeployment of real estate assets, the
re-targeting of marketing programs and creating measurable standards and benchmarks for improved leasing results. In addition to
providing hands-on services for turnaround and value-restoration assignments, Zink Partners offered multifamily management firms
access to innovative and targeted Business Process Optimization services affording significant savings on corporate accounting

Senior Vice President of Operations



Selected by the newly hired company president to assist with design and implementation of policies and processes to assure
highest performance levels and create a scalable organization capable of handling rapid growth. During involvement at Mission,
portfolio grew from 7,000 to 11,000 units. Personally involved in recruiting, training and the takeover processes.
Implemented highest-in-industry standards that increased leased occupancy from 93% to over 96.5% in three months.
Re-implemented and recalibrating of the Yield Management program to maximize results.
Introduced and focused attention on critical indicators that resulted in enhanced performance levels.
Participated in selection of company vendors including bulk purchase, call center, utility billing & collections.
Developed a protocol and system for seamlessly introducing new acquisitions into the organization.
Initiated an improved apartment delivery system that resulted in shorter vacancy periods.
President / Managing Director



Recruited to develop and operate an organization to support the sales efforts of a major condominium converter. Intended as a
revenue neutral operation, CRS generated a $4.5 million profit to American Invsco. Took occupancies from low 90s to virtually
100% and maintained that level while reducing delinquency over all locations to zero. Total condominium portfolio of just under
3,000 units. Increased the value of one downtown high rise building by $16 million in 22 days.
Through CRS, the condo shadow-market became a significant competitive force in the rental market.
Created a locator service function that created an addition income stream for CRS in Chicago.
Designed a new transaction-based compensation plan that ensured superior leasing performance.
Selected software suited to the organizations primarily rental function that assured optimal results.
Created ability to provide reporting and monthly rental and benefit payments to 2,300 individual investors.
Bid, won and oversaw a fractured condo assignment, increasing occupancy by 11 points in three months. The asset was then
successfully sold by the bank within eight months.
Senior Vice President / Strategic & Advisory Services



Originally engaged to provide turnaround services on a distressed portfolio, joined EQR in 2001 to create an internal consulting
operation. Developed team that directed operations of 11,100 units in disposition or that were deemed as underperforming.
Improved operations to exceed overall portfolio performance levels. By first quarter 2002, the distressed portfolio had exceeded
the Core portfolios performance in both Occupancy and Collections.
Participated in EQRs Better to Best initiative: a team of ten studying and offering strategies to improve leasing agent retention
and performance.
Focused on disposition target properties in several markets, preparing them for and guiding them through, the sales process.
Efforts resulted significantly improved disposition results.
Provided support to the condominium conversion team on an advisory and operational basis.
Supported corporate efforts to improve the management processes and performance levels in the Lexford Division (Cardinal-built
assets) that was a target for disposition.
Developed strategic plans on major (over 800-unit) properties in Phoenix and Cleveland that required long-term improvement
Regional Vice President (1999-2000)


In late 1989, Insignia purchased the fee accounts of Zink Partners. In early 1990, Insignia entered into an agreement with AIMCO
and position was modified to have smaller geographic area but a larger portfolio.
Reorganized Insignia regional offices (Chicago & Indianapolis) to effect better performance at the seventy sites located in seven
states. Occupancy rose by over 5% (from 90% to 95%)in five months throughout the 15,000-unit portfolio.
After merger with AIMCO, portfolio was re-aligned and included four states with 12,500 units. Portfolio was almost one half
affordable, section 8 or subsidized assets located in the Great Lakes region.. Again, occupancy was increased, this time by 3%,
from 92.5% to almost 96%. Prior to leaving AIMCO, consolidated and relocated Regional offices to new space in Oakbrook, Illinois.
President (1989-1999)


Created and lead a specialty management operation focused on managing properties-in-transition on behalf of institutional clients,
handling ninety property transition assignments over a ten-year period, including the disposition of 58 Freddie Mac REO assets.
Also managed several long-term assignments. Portfolio size fluctuated but averaged approximately 3,000 units over ten years and
included both market rate and affordable assets.

Designed a site-based property operations system that facilitated operating assets effectively in fifteen states.
Developed and adhered to industry-leading performance standards that earned ZPI the highest management company scores
from FHLMC (Freddie Mac) on five criteria for five consecutive years.
Appointed as Receiver by 23 U.S. District Courts and 14 State Courts from 1992-1999
Over a ten-year period, every property in portfolio was leased to 98% occupancy or better.
A focus on result-based pricing resulted in fees averaging 6.8% in an environment of 2.5-4.0% fees.
President / Northern Management Group (1983-1989)


Personally recruited by the president to join the nations then largest and most innovative management firm. Johnstown provided
opportunities for entrepreneurial individuals to participate in the growth and the improvement of the organization. Was active in
those activities. Division Presidents were not salaried but were compensated by earning 10% of annual division profit, ensuring
attention to the bottom line. Northern Group achieved and maintained highest occupancies among the seven (later five) divisions for
fourteen consecutive months. Also managed Johnstowns affordable portfolio that included nine assets in the Midwest.
Increased size of Northeast Division from 3,200 units in three states to the companys second largest division with 15,000 units
including properties in nineteen states from New Hampshire to Washington.
Developed fee-management capability resulting in six management accounts with institutional clients.
Refined marketing operation system to maximize rents while building full occupancy.
Started and developed Johnstowns commercial division to a total of nine office properties in five cities.
Previous positions included: General Manager of LAKE POINT TOWER, Chicago the worlds tallest apartment building, Vice-President of

B.A.: Political Science, Certificate: Urban Studies

M.A.: Candidate, Urban Studies
Certificate: Institute for Affordable Housing


Two time finalist: Entrepreneur of the Year (Ernst & Young /Inc Magazine / Merrill Lynch) - ZINK PARTNERS. INC.
Three times member: Presidents Club (Exceptional Performance and Profitability) - JOHNSTOWN AMERICAN COMPANIES