This document provides a summary of Timothy B. Oglesby's career accomplishments across multiple property management roles. Some key points: - Oglesby increased the portfolio of one company from 2300 to 4000 units and helped stabilize leadership after high executive turnover. - In other roles, he launched new programs and technologies to optimize revenue, increase occupancy and reduce expenses and delinquency. - Oglesby also led renovations and reorganizations that improved operations and financial performance at various conference and senior living centers.

1. MY CAREER
ACCOMPLISHMENTS
Timothy B. Oglesby

2. Background- CLEAR Property Management Company-www.clearpm.com- Austin, TX
As an affiliate company of The PPA Group, the CLEAR portfolio was 2300 units when I began.
I’ve increased it to 4000 units, with many more on the cusp of coming online.
Previously, CLEAR had three different Presidentsin seven months. Other PPA affiliatesalso
had very high executive turnover. I felt I could influence fixing the issues,organizational
structure and the behaviors that caused the turnover. As a member of PPA’s executive team, I
have been very instrumental in reorienting company vision, strategy and staff alignment,
including drafting the parent company’s mission. Resulting in successto all five companies.
Accomplishments-
 Led senior team thru significant strategic change, including; drafting company’s purpose &
mission statements,core values, service credo, BHAG, and customer service philosophy. I’ve
lead operation improvements by; developing the operation procedures manual, launching
company intranet web portal, personnel reorganization, new management acquisitions (9
properties within 90 days), due diligence procedures, property takeover procedures, personnel &
company SMART goal setting, and the development of company image & re-branding.
Launched ‘new to the company’ initiatives such as;
 Created SmartTenant, a tenant bonding program, yielding $40k annually.
 Invented the SmartNumbers report (a SQL report in Yardi) that other companies have
asked for the rights to use.
 Rent Maximizer revenue optimization software.
 Rent Café marketing, website and network marketing software.
 Payment processing software to receive online payments.
 Resident Shield and Master Policy renters insurance programs which yield $30k
annually to CLEAR PM and an average of $50k per property.
 Utility fees, recapturing over 70% of utility costs, replacing our RUBS fees.
 Developed water conservation program saving the properties $300k annually and
netting CLEAR PM $60k annually.
 Redesigned and automated our commission & bonus structures, saving 81% in labor.
 Introduced company to auto-time keeping system, saving about $45k per year.
 Fiber cable provider that allows us to resell TV & Internet services netting CLEAR
$140k annually and $1.4MM to the properties.
 “Accent your Life” color selection program, renewal incentive programs, commission
enhancements, matrix driven quarterly bonus program.
 Reducing expenses & increasing revenue;
 Renegotiated Yardi software contact, saving $30k annually.
 Increased rents 4.5% annually via Rent Maximizer for the portfolio.
 Increasing fees such as; utility fees, pet fees, lock out fees, transfer fees, and
administrative fees with NO negative impact on resident retention, leasing success or
overall customer satisfaction.
 Reduced portfolio delinquency from 6.08% in April 2014 to 0.39% in September 2015. We
have maintained delinquency under 1% for 9 months.
 Name Change- The parent company The PPA Group formed a property management
company to manage their assets in 2008. They called it “PPA- Real Estate Management”. This
confused brokers, investors, residents, vendors and even the employees. I proposed changing
the name, and after several weeks of brainstorming, I offered the option chosen.

3. TLC Management Company- Chicago, IL
Portfolio of 28 vintage class apartment buildings, five retail malls and two affordable apartment
buildings. I was recruited to TLC by my old boss from Related Management Brian Worth.
Brian was let go shortly after I arrived at TLC and I was promoted from Regional Property
Manager to Director of Property Management overseeing operations. www.chicagorentals.com
My Accomplishments
 Led senior team thru new acquisitions, due diligence, reorganization and growth.
Launched ‘new to the company’ initiatives such as;
 LRO Rainmaker and Rent Maximizer revenue optimization software’s,
 Utility fees, recapturing over 70% of utility costs, replacing our RUBS fees.
 Conversion from Real Page to Yardi in our affordable properties,
 Website development, including special pages for brokers.
 Yardi Call Center so as to capture 100% of incoming phone calls,
 Satisfaction guarantee program, “Accent your Life” color selection program, renewal
incentive programs, commission adjustments, bonus adjustments,
 Increasing fees such as; utility fees, pet fees, lock out fees, transfer fees, and
administrative fees with NO negative impact on resident retention, leasing success or
overall customer satisfaction.
 Improved portfolio occupancy from 89% in 2010 to 98% in 2012 & 2013.
 Increased rents 3-5% annually, and in many cases increased rents 10-15%.
 Reduced portfolio delinquency in the first year by 5% and some specific properties more
than 15%.
 Led company to record revenue & profit margins in both 2012 & 2013.
The Wyndham Madison Park Acquisition Shorewind Tower

4. Related Management Company- Chicago, IL
Portfolio of affordable residential apartment properties, including; section 8, tax credit and Hope
VI funded developments.
My Accomplishments
 Reorganized Roosevelt Square; I took leadershipof this property half way through lease up
after ownershipdescribed accomplishment (of lease-upby year end) to be “very unlikely”. As a
result of reorganizing the staff, operations and leasing efforts; weekly leasing conversions
increased 200% and millionsof dollars of tax creditswere realized by achieving year end lease
up. Tremendous team effort fueled our ability to “break the rock”.
 Team rebuilding; Made strategic improvementsin personnel at four properties that resulted
in improved customer service, marketing, occupancy, retention, and maintenance of the
buildings.
 Creative Marketing; including; relationshipbuilding with area community groups, events at
businesses, churches,outreach centers,tour luncheons,care baskets, raffles, preferred
employer discounts,and even free weekend stays withroom service. Launched threeproperty
websites to support marketing efforts and resident communications. Hired a social services
coordinator to be shared between three senior properties whichhelped increase retention and
occupancy.
 Cost controls; Negotiated at half price services with apartment findersservice, bid out
repetitive service contractsfor- snow removal, landscaping, janitorial supplies, low flow toilets
and shower heads, sensor switches, photoelectric cellsfor exterior lighting.
 Increased revenue streams; Raised priceson laundry machinesto be competitive with area
Laundromats, initiated parking pass system to sell annual parking rights with residentsand
businesses, cellular tower rights, cable television contracts.
 Operations enhancements; Launched monthly “Lunch-n-Learn” meetingsfor property
managersto support creative synergiesand strengthenmanagerial abilities. Launched the
companies first automated “Call Blaster” reminder system for late rent notices, re -certifications,
and social service coordination.

5. TTHHEE AAVVAALLOONN GGRROOUUPP
Three Golf Center, Ste. #260
Hoffman Estates, IL 60169
The Avalon Group- Chicagoland Suburbs
Portfolio of value add market rate conventional residential apartment propertiesowned by a
private individual that conducted businessas The Avalon Group (non-incorporated).
My Accomplishments
 Complete Rebuild- of five conventional market rate apartment properties in McHenry and
Kane counties. Developed and orchestrated a multiple phase construction plan that allowed
property to still function in some areas with lower occupancy while renovations were being
accomplished. Developed program of free building transfersto newly renovated apartments for
good tenants.
 Hired, trained and empowered- a team of professional property managers, maintenance
technicians, leasing agents,and janitorial porters that provided exceptional customer service to
tenantsand exceptional value to the owner. Maintained very low staff turnover. Conducted
monthly lunch-n-learnmeetingsto support creative synergies and teamwork among key staff.
 Effective Management- Installed 90/90 day apartment inspection plan. Achieved and held
for seven months a 100% level on 12-hour service requests, 2-hour free move-in assistance,
began 4-year security deposit refund policy and 100% call back policy with service requests.
 Lease up- Each renovation required taking the newly renovated property from low occupancy
levelsof around 65% to levelsabove 95% in each case. Some effective lease programs we ran
were; free weekend stays with room service,community, businessesand competitor
relationship/referral building (pipeline building), mall kiosk advertising, mass transit
advertising, 32-day money back guarantee, raffles, website advertising, resident referral
programs, competitor direct mail advertising, condo right sizing marketing,etc. Developed the
five F’s for leasing success.
 Developed five stage delinquency system that involved all staff in taking personal
responsibility for a quadrant of the property, resulting in lowering delinquency to less than
.25%.
 Built Green- Including; energy efficient lighting, high efficiency HVAC systems, low-Eargon
energy efficient windows, electrical devise shutoff features, on-demand water heaters, low flow
clog less toilets, gaplesssprayed on insulation.
 Improved each properties asset value- by over 100% by self contracting the renovation and
adding many community amenities.

6. Sonlife LeadershipCenter
A non-profit Conference/Retreat Center in Elburn, IL
Owned by Sonlife Ministries - Dann Spader, President
My Accomplishments
 Complete “Extreme makeover” type renovation of motel & 130 year old VictorianMansion
into a luxury A+ Class retreat center with twelve suites- decorated in vintage Victorianfair, five
meeting rooms, two dining rooms and commercial kitchen. Property was featured in Victorian
Homes Magazine in 1999.
 Reorganized & streamlined operations including; guest services, reservations, food service,
housekeeping,and maintenance,resulting in positive margin in six months.
 Reconfigured motel to maximize space usage, increasing revenue/room by 154%.
 Aggressive Marketing resulted in a 325% increase in revenue in six months.
Built “GREEN” construction - I gave special attention to building with high efficiency in mind,
resulting in reduced energy and water consumption by 47%.
Zoned thermostats- I installed individually zoned heat thermostats on every room’s radiator
so that guests could adjust each room to their liking. This allowed us to maintainthe Victorian
charm of the rooms and allowed us to turn down unused rooms, saving 25-40% in natural gas
cost.
On-demand water heaters- I installed state of the art instantaneous water heaters near every
bathroom. This saved guests having to wait five minutes for hot water to arrive from the
basement of a four story building, plus saving both gas and water.
“Super cool” Air Conditioning- I had installed first generation state of the art “super cool”
high efficiency air conditioning units with high velocity duct systems, it was the first system of
its kind in Northern Illinois. These units operated on low power consumption while supplying
super refrigerated air in small 2” insulated duct pipe. Although common today, cutting edge in
1997.
Triple pane Low-E windows: We replaced all the old Victorian sash cord windows with replica
energy efficient windows.
In 2006 the property was sold, and is now The Great Lake LeadershipCampus.
http://www.leadershipcampus.com/

7. Woodstock Conference Center
A Conference and Retreat Center in Woodstock, IL
Owner NIU Foundation – Thomas Mitchell, President
Story behind the Center- Originally founded by Silvia Scheinfeldas a retreat center to discuss world
issues, upon her death it was donated to The Northern Illinois University Foundation in 1987 with the
stipulation that they not sell the property for ten years. During the twenty years preceding Oasis
Management’s operation of the center, it had lost money each year, resulting in over $1,000,000.00
operating loss for the NIU Foundation in just five years. Within six months after Tim Oglesby assumed
leadership, the Woodstock Center broke even.
My Accomplishments
 Reorganized all operational functions including; food service,guest services, marketing,
housekeeping,maintenance,and programming. All previous staff were released and all new
staff were hired to help implement a new customer centered philosophy. New equipment was
secured in all operational areas and new streamlined operational systems were put in place.
 Reconfigured lodging rooms to maximize space usage and increasing the revenue per
bedroom by an average of 200%. Designed creative fold-out-of-the-wall bunk beds for when
rooms were used by youth and children’s groups.
 Aggressive Marketing including;direct mail,brochure development, internet website and
personal sales resulted in a 370% increase in revenue in two years.
 Construction/Renovation – converted managers house into small motel, built third dining
room, two lakeside conference rooms, swimmingpool, ropes course and climbing wall, sand
volleyball courts, archeryrange. Cleared and established two five acre play fields for marching
band and sports teams to use.
RESULTS- The Woodstock Center became profitable for the first time in history about eight months after
I began. My work was recognizedby several trade associations, local newspapers, and the NIU
Foundation. As a result, I was often requestedto provide consulting services for other like-sized
conference centers andoperate a portfolio of conference centers (adding Sonlife & Geneva Bay Centre).
Oasis Management operatedthe Woodstock Center for the remainder of NIU Foundations’ obligation plus
one year, saving the NIU Foundation well over a million dollars and creating a small profit for Oasis
Management. At the urging of the ScheinfeldFoundation, The NIU Foundation decided in 1998 to sell
the center to the McHenry County Conservation District.

8. Willow Lake Estates
A large for-profit Senior Community in Elgin, IL
Now owned by ELS, Inc (REIT)
Supervisor was Ron Edmondson, Sr. Vice President
My Accomplishments
 Renovated and redecorated (general contractor) 40,000 sq. ft community center,sales &
design center, administrative offices and swimming pool. Constructed an exercise room in the
community center and organized the launch of new programs.
 Launched Strategic Marketing of focused advertising, promotions, signage, referral and
incentive programs. Resulted in a 600% increase in new home sales the 1st year.
 Reorganized & streamlined operations including;accounting (they weren’t computerized),
sales & design center (lead tracking) and maintenance (work order system, zone mgmt).
Resulted in systems that were easy to understand and useful to staff and management in
understanding what was going on.
 Installed weekly “lunch-n-learn” staff training meetings.
 Reconfigured drainage from a stagnant algae filled pond so fresh river water entered.
Installed aeration fountains. Homes/lots around pond increased 20%.
 Subdivided the property into five work “Zones” for year round landscaping care which
energized the staff & created healthy competition between zone managers.
 Solved problem of overpopulation of geese by creative use of security dogs.
 Solved problem of lake shore erosion withinstallation of sea wall. Negotiated a long term
agreement saving WLE $100,000+ in future installation costs.
 Improved security with hiring a night janitor, utility monitoring and security patrols. This
also helped us determine if we had water leaks in the community.
 Negotiate waste hauling & road sweeping, resulted in $90,000.00 annual savings.
 Negotiated home site development bids from contractor, resulting in saving of $4,000.00 per
home site, or $140,000.00 per year.
 Increased site rents an average of 30% over two years, resulting in $1,260,000.00 of
additional revenue.
 Increase site occupancy to 99% (a 5% improvement), resulting in $210,000.00 revenue
increase.

9. Geneva Bay Centre
A large not-for-profit Camp, Conference,Retreat Center in Lake Geneva,WI
Owned by the Covenant Church
Story behind the centre- For the six years prior to my involvement the operation had lost money,
incurred operational debt and the Board drafted up plans to sell part or all of the facility. Instead of
selling, the Board formed a separate Foundation Board to raise money. The Foundation Board
underwrote the cost of three new staff positions for one year; an Administrative Director (purpose being to
reduce operational expenses, increase revenue andsupervise most of the operation), Marketing Director
(to assist the A.D. in increasing the use of the center) and a Director of Development (to raise money for
an endowment). I servedin the role of Administrative Director.
My Accomplishments
 Launched Strategic Marketing plan that included;direct mail,new marketing personnel,
website development, registration software and program enhancements, resulting in a
$290,000.00 increase in business (14%) in one year.
 Reorganized & streamlined the accounting department including switching from a
complicated multi-software UNIX system to Quickbooks. Canceled all outsourcingof human
resource and payroll functions, saving $24,000.00 annually.
 Negotiated for membershipin a hospital group purchasing network for purchasing raw food
products, saving $90,000.00 annually. Did not renew management agreement with Sodexho
Food Servicesto manage the Food Service Department, saving an additional $50,000.00
annually.
 Installed weekly “lunch-n-learn” staff training meetings.
 Developed and Installed TQM standards of performance systems for housekeeping and
maintenance,which included procedures for management verification.
 Reconfigured the summer youth programs, combining smaller programs into the same time
periods. This freed up two summer weeksto fill with guest groups, resulting in a $6,000.00
reduction in expense and $54,000.00 increase in revenue.
CONCLUSION- The facility was saved from eventual liquidation and is still running strong today.

10. Chula Vista Conference Retreat Center
A non-profit conference retreat center in Pell City, AL
Owned by the Church of God, Anderson, Ind.
Story behind the center- The property had built a nice quality motel and meeting facility a year
before I arrived, but was only used about 20% of the available capacity. I agreedto accept as my
compensation 10 percent of the total revenue the center brought in (which was $130,000 at the time I
was hired). At the end of my first year revenue grew to $370,000 and $650,000 the second year for a
400% increase in revenue over two years.
My Accomplishments
 Launched Strategic Marketing plan that included;direct mail,new marketing personnel,
registrationsoftware, and proactively visiting potential user groups, resulting in a 400%
increase in revenue over two years.
 Reorganized & Streamlined the guest registration systems, food service department,
housekeeping,maintenance and marketing operations.
 Satellite Food Service – I converted the youth camp kitchen into a warm-up satellite kitchen
where all the meals were prepared at the conference center kitchenand transported across the
lake to the youth camp kitchen, then served. This saved $29,000.00 in annual labor costs.
 Guest Service Orientation- I started having weekly meetingsto talk about how to improve
our customer service. As a result the team implemented several ideas that helped us achieve a
very high guest return rate of 87% from 1992 to 1993 (Disney World has a guest return rate of
70%).
 Positive Margin – Chula Vista had not experienced a positive cash margin for about ten
years prior to my arrival. Both years I was there, thenexperienced a positive margin that was
used to improve the facilities.
 Renovated Cottages- Due to the increased demand for the motel accommodations,I led a
group of volunteers in completely renovating twelve cottageson the youth camp side of the lake.
I installed HVAC, electricity, windows, doors, wood plank paneling, and insulation. The cost of
renovations was paid for by the third month of renting the cottagesand they served to provide
Chula Vista with an excellent source of revenue for years into the future, approximately
$240,000 per year. It was the best financial decision I had made there.
 Built Pavilion- I contacted Briarwood PresbyterianChurch in Birminghamthat ran a
summer day camp about switching their program to Chula Vista. They needed some things we
didn’t have, so I negotiated with a board member to lend us the money to build what Briarwood
needed. Briarwood signed a three year contract withChula Vista and we paid back the board
member with the deposit Briarwood made.
Link: http://www.campchulavista.org/

11. King’s Domain Retreat and Conference Center
A non-profit 501c(3) organizationin Cincinnati,Ohio
Owned by Wendel Deyo- National Director, Athletes in Action
Story behind the center- Wendel Deyo was the National Director for Athletes in Action, a national
ministry to college and professional athletes. He served as chaplain for the Cincinnati Reds and Bengals.
In 1988 he bought an old abandoned Camp Fire Girls camp in nearby Oregonia, Ohio that had sat
unused for seven years. All infrastructure requiredreplacement. As is the policy with many ministries, I
was requiredto raise my own support. King’s Domain did not have any money to renovate, so along with
Mr. Deyo, money was raisedthrough donations. King’s Domain was a huge challenge and one of the
highlights of my young career.
My Accomplishments
 Developed Master Scenario- Researched the area, conducted marketing surveys, feasibility
studies and financial proforma models to determine the center’s viability.
 Developed Master Plan – Led physical concept planning with architects, engineers, and
contractors. Together we developed the long range $18 million development plan.
 Rebuilt infrastructure- including; water and sewage systems (aerator system),electric,
phone, cable systems, roads, recreation fields, parking lots.
 Renovated commercial kitchen- New rubber roof, commercial paint, new ovens, rebuilt
dishwasher, new dishes and flatware.
 Construction- I personally built (almost single handedly) the National offices for Athletes in
Action, including; framing, electrical, information systems wiring, some plumbing, insulation,
drywall, siding and trim work. Placed large handhewn beams in the building and hand made
all the doors to fit with the middle ages theme.
 Launched Strategic Marketing plan with direct mail, phone salesand presentations at
community and church user groups.
RESULT- Launched this new facility and brought it to financial solvencyin the second year I
was there. For more information,here’s a link:
http://www.kingsdomain.org/kingsdomain/contact_us.html