ROBERT LORE

Direct real estate acquisition activity in the Southeast, Midwest, and Southwest including land purchase and build-to-suit locations. Managed excess property program and co-managed the M&A activity.

• Increased car wash openings 45% in 2022 and 38% in 2023.
• Managed broker program and network of brokers to identify potential sites for new development.
• Conducted site tours, presented new site approval packages, prepared, and negotiated terms of letter of intent (LOI) and worked with legal to negotiate lease or purchase contracts.
• Assisted as needed with lease renegotiations and property management issues, remodel approvals, etc.
• Approved and closed on 100+ land purchase deals, 50+ build to suit/reverse built-to-suit deals, and 3 ground leases. Opened 30 new Tidal Wave locations in 2 years. Responsible for real estate acquisition activity in the Southeast, Midwest and Southwest including land purchase and build to suit locations
• Managed excess property program and co-managed the M&A activity

Established development strategies by market leveraging Market Planning as well as Field Operations. Built and managed relationships with Franchisee's to grow their portfolio of multi-unit stores by guiding site selection via local, regional as well as national brokers and developers.

• Completed 41 leases in 2021 and set a single-month record of 9 leases.
• Worked closely with Design and Construction as well as Franchise Development to manage over 143 projects and 93 franchisees.

Publicly traded Company led by brands, Meineke, Maaco, Take 5 Oil Change and CarStar. Built Franchisee business for Take 5 and managed real estate site selection as well as construction management and fulfillment. Used internal modeling/data analytics to determine market plan(s) and executed on those plans. Worked in concert with Construction team to establish project plans and operations to manage store openings.

• Instrumental in Site Selection for Franchisees that produced AUV's almost 10% higher than company stores.
• Completed over 60 transactions including 45+ land purchases and 15+ built-to-suit deals.
• Managed network of real estate brokers to identify potential sites for new development.
• Conducted sites tours to gain field approval.
• Prepared and presented new site approval packages to real estate committee.
• Negotiated terms of letter of intent (LOI) and worked with outside legal representation to negotiate lease or purchase contract for all approved sites.
• Worked with construction to ensure projects were on time and on budget.
• Assisted as needed with lease renegotiations.
• Provided monthly and quarterly updates to CDO relative to Development Agreements.
• Created more cross department communication to further development as well as speed to market for store openings and predictability of site selection, site approval, construction and ultimately, store openings.

Directed development and leasing activities by coordinating with various hospital departments as part of the larger strategic growth initiatives to increase revenue and reduce operating expenses; while growing the brand and facilities through a 12–24-month long sales process that requires patience, incredibly strong negotiation skills and a thorough knowledge of cost/benefit metrics due to the contentious nature of negotiations

• Increased acquisition activity by almost 30% in the first 18 months in role and decreased cost of those acquisitions by 4.5% - including Urgent Cares, Medical Office Buildings and stand-alone practice units
• Led over $338,400 in cost saves and over $500,000 (2017) in cost avoidances
• Responsible for 6 direct reports, over 3.5 million square feet in assets and approximately $220 million in net new capital spends by coordinating with internal and external design/build teams as well as Project Management.

Spearhead expansion strategy of multi-unit development, identify appropriate sites, negotiate master leases and manage portfolio across seven-state – and company’s largest – region comprised of FL, GA, KY, NC, SC, TN, VA and WV. Identified REIT’s, Landlords, Developers, Universities and State and Local Governments and worked with external customers to drive new revenue opportunities and service lines.

• Originated, serviced, and directed 25 – 28 major deals per year averaging 15,000 to 20,000 square feet exceeding expansion plans of 15 units/yr – each unit taking approximately 12-24 months from initial engagement to closing
• Drove almost 600% increase in number of new centers in five years surpassing target of 150%
• Sold complex leasing solutions/structures to building owners, REIT’s and C-Suite prospects with unabashed success.

Started a unique real estate service-based sales organization that identified, cultivated, and developed prospects for engagements with heavy emphasis on market/location growth strategy, site selection, negotiations, including financial analysis and sourcing funding options. Worked closely with Franchisor and Franchisee relations with a prime focus on Franchisee acquisitions and analysis of trade areas and corresponding due diligence

• Guided the growth and management of 70 Menchie’s stores to identify under-performing units, growth markets and potential new sites with a 2 year “go-to-market” sales cycle as well as construction management for these sites
• Conducted and spearheaded the growth strategy for MidiCi, The Neapolitan Pizza Company across 15 states and Eastern Canada
• Drove dozens of strategic initiatives aimed at assessing asset acquisitions, dispositions, loss mitigation and foreclosure proceedings for investors and financial institutions (lenders and servicers).

Directed 8-person sales force and led development/re-development efforts (project management, marketing, and sales) of office/retail condominiums and live/work sites comprising over $125 million in project work.

Recruited from Andersen Consulting by PwC Partner to manage large accounts of Fortune 100 Banks and sell FSIP engagements. Responsible for up to 35 direct reports on largest engagement.

Led Bank of America and NationsBank post-merger integration teams