1. Spiro G. Kailas (858) 699-5953/Mobile
13932 Mercado Drive (408) 527-6201/Office
Del Mar, California 92014 spkailas@cisco.com
35 years of successful experience and achievements in Corporate Real Estate and Commercial Real Estate Finance,
Investment, Management, Acquisition, Disposition and Sales. Proven capabilities in Leading and Managing the following:
 A Global Advanced Planning and Corporate Real Estate Strategy Group;
 A Theater Corporate Real Estate Client Delivery and Transaction Group;
 The Securitization of Commercial Real Estate Portfolios;
 A Financial Analysis and Project Underwriting Team; and
 The Management and Disposition of OREO and OREL.
Proven Leadership, Managerial, Collaborative, Organizational and Interpersonal Skills
CAREER HISTORY AND ACCOMPLISHMENTS
CISCO SYSTEMS – SAN JOSE, CALIFORNIA September 2000 - Present
Directorof Advanced Planning andGlobal Site Strategy Group August 2011 - Present
 Responsible for strategically managing a Global Real EstatePortfolio approximating 23 million square feet in 93 countries, 485+
properties, with an employee and contractor base of 85,000 persons housed.
 Obtained Operating Committee approvalof our Global Site Policy that classifies each of our Sites as Core, Non-Core Critical, or Non-Core
Non-Critical, and that enables Cisco to sustain a flexible/agile Real EstatePortfolio by:
o Optimizing existing portfolio to match space utilization (5.4 million square feet and $153 million of run rate savings – approved
and/or completed).
o Maintaining optimalPortfolio that meets future demand;
o Driving capital infrastructure investments to Core Sites;
o Exiting Sites at some Non-Core critical and all Non-Core Non-Critical locations; and
o Protecting Critical Development activities, crucial customer programs and other critical strategic locations.
 Align Global Real EstatePortfolio with Cisco’s Corporateand Work Force Planning Strategies.
 Increase Shareholder value by effectively deploying capital through greater visibility to our growth markets.
 Executive Sponsor of Workplace Resources Global Client Satisfaction Survey and Working Team that:
o Tracks and reports to Management on execution of action plans to improve our internal client experience; and
o Goal is to achieve Survey scores that meet or exceed Balance Scorecard Targets.
 Lead a Team of CorporateReal Estate Mergers and Acquisitions Program Managers that are responsible for:
o Supportingthe integration of acquired companies with minimal business disruption, a positiveEmployeeexperience and ensure
business value creation;
o Managing retained sites network, physicalsecurity upgrades, and branding conversions. Support day onecountry EHS
compliance.
o Transitioning acquired RE portfolio, and facilities management and siteservices to our global partners.
Directorof the U.S. & Canada Corporate Real Estate Delivery Group December2004 – July 2011
 Responsible for executing on client/user requirements for the U.S. & Canada Theatre which includes the delivery of projects, programs &
operations on a timely, cost effective basis and with client satisfaction. My group completed over 300 projects with an asset value
exceeding $550 million.
 Managed a staff of 39 internal workplace managers and functional Centers of Excellence that delivered on Cisco’s internal client
requirements with assistance from external service providers & internal subject matter experts. Thetypeof projects my team delivered
included rack and bench labs, customer briefing centers, field sales offices, campus buildings, production & development data centers and
other specialty types of work environments.
 Real EstatePortfolio in the U.S. & Canada included 10.5 million sq. ft. of owned Campus space and 4.2 million sq. ft. of leased space
representing 150 leases.
Directorof the Americas Real Estate Group September2000 – November 2004
Corporate Real Estate Acquisitions, Dispositions andLeasing
 Hired as Senior Real EstateManager in September 2000. Within eighteen months promoted to Director.
 Managed theReal Estate portfolio for theAmericas Theater that consisted of approximately 8.5 million square feet of leased space and 11
million square feet of owned space and valued at several billion dollars.
 Negotiated therestructure of siteacquisitions that were no longer required due to the economic downturn that resulted in savings to Cisco
in excess of two hundred million dollars.
 Responsible for themanagement of theReal Estate Group located in San Jose, California and Boxborough, Massachusetts that consisted of
four real estatemanagers and three lease administrators.

2. BANK OF AMERICA – SAN DIEGO, CALIFORNIA October 1990– August 2000
Vice President
Real Estate Banking – Commercial Mortgage Lending Group November 1998 – August 2000
 Originated commercial real estateterm and convertible loans that were pooled and securitized as Commercial Mortgage-Backed Securities
(CMBS).
Vice President, Co-Manager July 1997 – October 1998
Commercial Mortgage-BackedSecurities(CMBS) Group
 Assisted in the establishment of theCMBS Group in July 1997 by defining and implementing the strategy necessary to facilitate and
execute thesecuritization of commercial and multifamily mortgage loans and insure compliance with CMBSindustry standards.
 Interfaced with the four rating agencies and assisted theloan origination groups in meeting or exceeding rating agency and investor
requirements for underwriting and credit quality.
 Successfully partnered with Lehman Brothers and First Union on a $3.4 billion securitization that achieved both excellent credit support
levels from the rating agencies and execution in theCMBS bond market.
Vice President, Regional Manager October 1990 - July 1997
Corporate Real Estate/OREO
 Responsible for themanagement of theSan Diego office that included supervising six Real Estate Managers and support staff of two with a
portfolio of 185 assets.
 Individually closed escrow on 25 properties in 1994 and 19 properties in 1995. Average sales price to appraised value was 105%. Unit
exceeded 1994 through 1996 budget objectives.
 Responsible for managing and selling some of thelarger more complicated commercial assets, such as Brea Operations Center (650,000
SF), Complex Raycom (350,000 SF), and Kingsbridge Development (155,000 SF).
HOMEFED BANK, FSB -- SAN DIEGO, CALIFORNIA
Managing Director - Southern California Income Property Division July 1987- October 1990
THE BANK OF NEW YORK -- NEW YORK, NEW YORK
Vice President June 1986 - July 1987
Manager of Corporate/Commercial Real Estate Office - San Diego
Vice President June 1982 - June 1986
Team Leader of Western Group – New York City
THE BANK OF TOKYO TRUST COMPANY -- NEW YORK, NEW YORK
Assistant Vice President June 1980 - June 1982
Commercial Real Estate Construction Lending
MIDLANTIC NATIONAL BANK/CITIZENS -- ENGLEWOOD, NEW JERSEY
Assistant Treasurer, Commercial Lending Officer October 1979 - June 1980
Commercial Credit Analyst July 1978 - October 1979
Management Training Program July 1977 - July 1978
EDUCATION
Rutgers University Graduate School of Business Administration -- Newark, New Jersey
 Master’s Degree in Business Administration majoring in Finance January 1977
 Honors: Cum Laude
City University of New York -- New York, New York
 Bachelor of Arts majoring in Economics June 1975
 Honors: Cum Laude, Dean’s List
Professional Groups
Member, CoreNet Global
Candidate, SLCR
Excellent references can be furnished