Page 13 - COO

F. Anthony Santiago

- Improved resident retention by 70% and new resident growth by 65% YOY
- Increased deposits by 26% via implementing finance contests
-Responsibilities include assisting assigned communities in reaching occupancy and revenue sales goals through:
-Providing leadership, operational execution, supervision, coaching/training, guidance, compliance and communication for all
aspects of the marketing campaign. Providing micro sales coaching for lead Managers and macro field training to Sales Teams;
-Prospecting, developing sales strategies to penetrate accounts, and closing sales;
-Connecting with C-level, grassroot stakeholder professionals (community outreach and networking) to coach staff on
effective techniques while gaining new referral business;
-Working with Sales Teams and Community Managers to continuously improve systems that directly affect occupancy, i.e.
inquiry procedures and skills, tour effectiveness, closing techniques, follow-up systems, continuous onboarding of residents as
well as resident satisfaction;
-Coaching teams to develop market research including competitive research, market surveys, socioeconomics and demographic
analysis;
-Reviewing budget, Management of P&L’s (Avg. $5 Million per community) corporate reporting, business plan and marketing
plan with strategic goals and specific focus on quickly increasing occupancy in low census communities, all while using cost-
effective marketing multi-media branding campaigns and methods; to develop and implement plans and strategies for sales
territory;
-Create, maintain, and provide accurate and timely metrics, NOI, sales forecasts and funnel information;
-Articulate the value proposition of the product and service to convert prospects;
-Implement all necessary actions and a critical path to ensure achievement of the objectives of an effective community that is
in alignment with company standards, protocols, processes and systems;
-Elevate the product to increase occupancy to 100% as well as the development of premium pricing. (No discounts, minimize
incentives, receive above market rate rents.);
-Manage expectations and find ways to build consensus with teams for collaboration and cohesiveness between managers and
staff. Provide effective and timely resolutions to conflict management;
-Pilot-Corporate Training Co-development with Director of Training for On-boarding of Lead Managers;

ACCESS FOR AMERICA, INC., New York, NY Aug 2007-Sept 2010
A 501 (c) (3) not-for-profit organization dedicated to offering members throughout the United States a cohesive voice to ensure equitable distribution of
construction projects.
Co-Founder, President, and CEO
• Conceptualized and co-founded the organization, invested $250,000 of personal capital. and submitted IRS application and
addendums to secure 501c3 status within only, one calendar month
• Procured $100,000 in startup capital, $50,000 of which was in-kind capital.
• Secured and grant wrote for $2 million in commitments, through fundraising, prior to Q4 2008 financial GFC meltdown in
two quarters.
• Delivered compelling presentations to key C-Suite stakeholders in strategic U.S. markets in organizations such as the AGC
National Executive Board, LIUNA National Treasurer, McGraw Hill Construction CEO & Group Publisher, NYCHA
(largest PHA in the country) General Manager, and CURT Board President.
• Created a 700 page standard operating policy manual for all Access for America centers.

MINORITY CONSTRUCTION COUNCIL, INC., Hartford, CT Dec 2006-Jun 2007
A 501 (c) (3) not-for-profit organization dedicated to offering members a cohesive voice throughout the State of Connecticut to ensure equitable distribution of all
construction projects, and a better-informed minority construction contractor and more effective, accountable, and responsive government.
Executive Director
• Created the infrastructure by each business driver: Fiscal, Legal, Ops/Admin, Marketing and Membership
• Drove new membership by 60%, and retained 99% of existing members.
• Received a grant written for $100,000 at the conclusion of the retained period.
• Orchestrated relocation to an address with more favorable proximity to the state capital.-In Kind
• Invited to roundtable by the CEO of 2 large projects: $150 million, and $2 billion in Hartford for M/WDBE participation.
• Arranged training programs for contractors covering cost estimating, accounting with QuickBooks, marketing, and business
administration. Developed enterprise IT system including hardware, software, and telecommunications.
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“Teamwork is the ability to work collectively toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel 13
that allows common people to attain uncommon results.”