Ted Rollins Discusses Perspectives on Campus Crest Development

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According to Ted Rollins, CEO of Campus Crest, his development team executes locally, while being supported by corporate staff.

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Ted Rollins Discusses Perspectives on Campus Crest Development

  1. 1. Ted Rollins discusses perspectives on Campus Crest developmentAccording to Ted Rollins, CEO of Campus Crest, his development team executes locally, while being supportedby corporate staff. Their main responsibilities are site selection, investment underwriting and entitlements.“Site selection is very important and not something thats taken lightly,” said Rollins. “Our team, including ourfounders, works with regional development partners strategically located across the United States.”They provide them with a list of potential markets based on research. Each location must comply with a sitecriteria checklist and pass certain filters before it is chosen.In terms of underwriting, Rollins and his team focus on the details of each potential project.“Every project is reviewed and approved by all key members of our executive team,” said Rollins. “By the timewe are prepared for final approval, each member of our senior team has been to the site, reviewed all of theinformation at our underwriting committee meeting and signed off on the project.”The team collects and summarizes a variety of information anduses it to create development, construction and operatingplans for each new property.The Campus Crest Development team spends many hourscreating the best possible site plan for each project and takesinto consideration all the possible points. Each project isconsidered in the overall context of each unique municipalityand goes through iterations to create the most effective andcost-efficient plan.“Once this is in place with each community, we then work with the various professionals in each market todeliver the fully designed package and work with them and the local municipality to gain all entitlements andpermits necessary to construct the project,” said Rollins.

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