The Walter Gynn Corporation (TWGC), established in 1985, specializes in talent acquisition and strategic improvement for organizations involved in real estate and facilities projects, having successfully completed over 1,500 engagements. TWGC emphasizes the importance of continuous improvement, strategic planning, and effective communication, advocating for a well-defined strategy that aligns organizational values and resources to achieve business success. The document outlines TWGC’s comprehensive approach to talent assessment, onboarding, and coaching, underscoring the necessity of adapting human capital strategies to enhance corporate performance.

1. TWGC
The WALTER GYNN CORPORATION
Transformation . Strategy . Talent Acquisition

2. About Us
Since 1985, we have distinguished ourselves by performing as senior advisors to our clients in
areas of talent acquisition, strategy and continuous improvement. We have contributed to the
success of prominent local, national and international organizations who plan, fund, design,
development, construct, and operate real estate and facilities projects. We have created solutions
by successfully completing over 1,500 complex engagements that support enterprise
transformation. We also perform as collaborators and facilitators for several clients in matters
pertaining to business and market strategy.
The keystone for our achievement is the unique blend of strategic, technical, business, marketing,
sales and operations experience we have acquired by performing directly in corporate leadership
roles in addition to expertise gained by consulting. We understand what it takes to manage risk
and the talent that is required for turning concept into cash flow. This knowledge and experience
supports our ability to lead clients through consensus building discussions that identity all
engagement criteria and supports our ability to introduce thought provoking solutions.
Our business ethics require total confidentiality by properly managing proprietary information of
our clients. We only undertake assignments which we believe can be successfully completed and
which we are able to pursue without conflict of interest. Our reputation has been earned by
producing results!
The past few years have been challenging yet opportunistic for all who apply strategy to adversity.
As we look toward the coming years we envision another cycle of economic resilience, prosperity
and growth.
TWGC

3. Benefits accruing to those who attain their goals include increased revenue, valuable challenge
resolution experience and the irreplaceable level of gratification that only comes from accomplishing
something very special. Therefore, we are dedicated to organizations who desire to increase enterprise
value by advancing the quality of People, and Business Process.
Implications associated with applying any form of transformation will include additional hours and
some adjustment for an interim increase in frustration. Strategic implementation is “Where the Rubber
Meets the Road.” This EBook highlights constants in every business and our core competencies that
support each of those constants.
We invite you to review our business philosophy and information contained in this material. Not only
is continuous improvement of people and process vital to every successful business enterprise, it is
the very foundation for what we represent. Accordingly, we remain highly motivated to support the
success of esteemed organizations.
Respectfully submitted,
THE WALTER GYNN CORPORATION
Walt Gynn
Walter T. Gynn
President & Managing Partner
TWGC

4. Business Constants
As we all know, Constants, unlike a variable, do not change. Every business that supplies a
product controls the quality of the product through its; Strategy, Communication, People and
Process. Because each constant is integrated, logic suggests conducting a 360 business operations
review will identify areas that require improvement. Critical business components to evaluate are;
strategy, leadership, communication, business process and product quality.
Many people are challenged by the concept of continuous improvement. Some believe it only
applies to industry; others simply do not comprehend the benefit. However, the need for
continuous improvement is universal and applies to every form of business. Therefore, creating and
maintaining an efficient and effective business enterprise also requires applying the process of
continuous improvement to the enterprise.
“An organization is a living thing……….an organization is its people. People breathe life and
purpose and energy into an organization. An organization has a manner, spirit, tempo, nature,
character. It has moods, joys, fears and sorrows. Most important of all, an effective organization
has a purpose that is shared by all its members and to which they willingly commit their efforts.
People working together can do almost anything.”
James L. Hayes
Memos for Management
TWGC

5. A well defined strategy, effective communication, quality people and a documented process is
required to consistently produce an exceptional product.
Product
Process
Strategy People
Communication
Constants That Apply to Every Business
TWGC

6. People
People are the backbone in the corporate anatomy. This backbone must be properly aligned to
support corporate posture. During times of economic strife changes are inevitable. The very future
of business is impacted by who departs, who is added and whether the revised team is best suited
to implement the strategic plan. This is a good time to consider talent from outside your
immediate business sector. Having only sector specific resources can often stifle creative thinking
when thinking outside the box requires one to first understand what is not working inside the box.
Resources possessing diverse real estate, construction, engineering and business expertise can
often facilitate solutions based upon applying broad perspective. A sound human capital strategy
should include restructuring leadership teams around metrics of; leadership, collaboration,
efficiency, innovation and creativity. Value and strength should be determined by talent not tenure.
Impose this same criteria throughout your ranks. Lead by example and create an open
environment that strives for perfection. Instill collaborative interaction during all team meetings
and expect nothing less than “100% ” from everyone.
1. Articulate a top-to-bottom vision that is
tangible, stimulating and achievable.
2. Involve everyone in the game and make
certain everyone plays to win.
3. Make intellect rule by ensuring that
everyone's voice is heard.
TWGC

7. Talent Acquisition / Management
More Than Meets The Eye
Candidate
Assessment
Candidate
Due Diligence
Development
Identify
Underwriting
Candidates
Determine
Incumbent Onboarding
Criteria

8. Determine Criteria - A meeting at the office or project of a client affords us the opportunity to
develop a thorough understanding of the organization and the appointment to be made. We assess
the human dynamic both internal and external. We acquire a comprehensive understanding for the
company’s history as well as any challenges that may present obstacles for attaining objectives.
This discovery process provides the necessary input to draft a comprehensive position description
that outlines scope, culture, authority, responsibilities, objectives and measurements.
Identify Candidates - We identify and approach individuals, (i.e., "prospects") whose activities,
accomplishments and apparent qualifications are relevant to the criteria we establish. Those
viewed as candidates may already be employed by the organization, may appear in an ATS file,
may be a referral, or may be generated by a formal search. Candidate origin notwithstanding,
identifying credentials and interest only marks the beginning of the assessment process. Selection
follows underwriting which is preceded by a thorough evaluation and due diligence.
Candidate Development - During candidate meetings, it is highly beneficial to discover what is
important to each individual and to his or her family. Most every opportunity is counter balanced
by some level of compromise. Therefore, addressing all hurdles, in advance, is critical for
assessing their implication regarding impact on fit and happiness. It is equally important to
promote features and benefits of the role that align with the business and personal interest of the
candidate while elaborating on that which will provide occupational gratification and career
growth. This will enable the candidate to picture themselves in the role.

9. Candidate Assessment – Evaluating individuals demands having the ability to determine
business acumen, technical competence, interpersonal style, motivation, habits in addition to
compatibility, chemistry and shared values that are in parallel with the organization. This
requires having acute perception of someone’s ability to anticipate challenges in advance of
occurrence, or the ability one has to implement strategic thought leadership for turning ideas
into action. Deep and broad industry experience combined with the ability to bring discussion
to ground level is essential for making these determinations.
Due diligence - A critical element in our assessment process is conducting thorough due
diligence. This commences the first time we speak to a candidate. We build upon our
discovery, by seeking objective evidence, to support what candidates say. This includes
verifying accomplishment, discovering their role in relationship to their corporate scope and
achievement and identifying leadership traits and characteristics. Areas to explore, during a
360 review, are identified in the position scope and by observations formed during candidate
interaction and assessment.
Although there is no such thing as a perfect feedback instrument and process, the "360" review,
when planned and executed well, comes very close. A 360 review is a process where feedback
about an individual’s competency is obtained from peers, supervisors, direct reports, and
internal and external customers. It forms a complete picture of the impact one has on those with
whom he or she interacts on a frequent basis. Questions being asked and technique used to ask
those questions is very important for establishing dialogue and trust among those with whom
we are seeking input about another. Our ability to “speak the language” establishes a
background connection with other industry professionals.

10. Underwriting – Based upon extensive due diligence we warranty for twelve (12) full months
following the initial day of appointment the performance and happiness of the incumbent.
Onboarding - Coaching is given to the incumbent so that s/he can strip away the public face of
the organization and find out what is really driving the business. Without a sound understanding
of the forces propelling the business forward, the incumbent is left with little more than history,
rumor, story and advice from others as the platform upon which to build a personal agenda.
Therefore, we coach the incumbent on the reality of “fitting in” with the new role. We share
strategy about communicating with peers, superiors, subordinates.
Throughout this period we follow up, with the incumbent and client on a quarterly basis, to
determine if performance expectations are being met. Furthermore, we determine how
communication and culture is supporting or possibly impeding performance. Feedback is given
to the client and we determine the best strategy under which communication between client and
incumbent should occur.

11. Process
Process implies the described method and practice for business as contained within a Quality
Management System. The QMS supports the vision and mission statement, as identified in a
business plan. Adhering to process provides continuity of actions. The QMS is an integral part
of every company that understands and embraces the principles of quality assurance. Quality
assurance refers equally to product and service and to the overall process that insures the
quality of the product. Everyone internal and external, who is involved in the delivery of a
product, becomes a customer or supplier to the other. Therefore, a properly implemented
Quality Management System, among other things supports, what projects are pursued, how
projects are developed, how assets are managed, who is hired, how resources are managed,
how, when and where training is applied, who becomes empowered, who is being held
accountable, upon what criteria performance is measured and how performance is rewarded.
Benchmarking can be an important part in leading business down a path for continuous
improvement. Seek out the best in breed to introduce innovative practice and refinement to
your overall business process. The concept of benchmarking does not imply only looking at
leaders within a given industry. Business practice and creative thought leadership is universal
and transferrable. Innovation and best practice is ever evolving.
TWGC

12. Strategy
Strategy has military connotations, because it derives from the Greek word for general, strategos.
Strategy is different from tactics. In military terms, tactics is concerned with the conduct of an
engagement while strategy is concerned with how different engagements are linked. In other words,
how a battle is fought is a matter of tactics: whether it should be fought at all is a matter of strategy.
Strategic planning is the process for defining strategy, or direction and for making decisions on
allocating resources to pursue this strategy. It becomes the formal consideration for your future
course. Successful strategy implementation effectively manages six (6) key supporting factors: Action
Planning, Organization Structure, Human Resources, Annual Business Plan, Monitoring & Control
and Linkage.
When developing strategies, analysis of the organization and its environment as it is at the moment
and how it may develop in the future, is important. The analysis has to be executed at an internal level
as well as an external level to identify all opportunities and threats of the external environment as well
as the strengths and weaknesses of the organization. There are several factors to assess in the external
situation analysis:
Situational Analysis
1. Markets (Customers) 5. Labor Markets
2. Competition 6. The Economy
3. Technology 7. The Regulatory Environment
4. Supplier Markets
TWGC

13. Strategy Implementation Supporting Factors
1. Action Planning – a chronological list of action steps (tactics) which add the necessary detail
to their strategies.
2. Organization Structure – is the organization’s current structure appropriate for the intendeded
strategy?
3. Human Resources – the first consideration requires management to think about their ability
to articulate the strategies so that those charged with implementation fully understand the
strategy they’re to implement. Next management must ask themselves; “How much change
will this strategy create and how quickly must we provide for that change”. In answering
these questions, they’ll decide whether to allow time for employees to grow through
experience, to introduce training, or to hire new employees.
4. Annual Business Plan – successful implementation requires the need to fund intended
strategies.
5. Monitoring & Control – a periodic look to see if you’re on course.
6. Linkage – ties together all the activities of the organization to make certain all organization
resources are “rowing in the same direction.”
In order to determine where it is going, the organization needs to know exactly where it stands,
ii then determine where it wants to go and how it will get there. The resulting document is called
iiithe i“strategic plan”.

14. Typical 24 Month Planning Timeline
Develop & Apply
Develop Develop Strategic Attain
Implementation
Vision Strategy Communication Vision
Plan
30 Days
120 Days
700 Days
580 Days
Continuous
730 Days Improvement
TWGC

15. Communication
Communication is the process by which we assign and convey meaning in an attempt to create
shared understanding. Within the context of business constants, is strategic communication, which
is the art of moving ideas into action!
Lenders
Advisory
Employees
Board
Enterprise
Customers Suppliers
The World Lines up to Follow People Who Know Where They’re Going
TWGC

16. The greater the change swirling around an organization, the more unsettled people become.
Beneath it all, the pivotal questions being asked by your constituents; “Where is all this headed,
and what does it mean to my (or our) future?” If leaders fail to articulate where they intend to take
a team, or an organization, people will assume, correctly in many cases, there is no Vision.
From that point on, people will pretend to be engaged, while actually seeking to reduce risk and
protect themselves and those close to them. All of which helps explain why most change efforts
fail to deliver the hoped-for business results. If the last twenty years have taught us anything, it is
that an organization will not achieve sustainable breakthrough results unless employees are
engaged from the start, led by people who know where they’re going and who are authentically
committed to getting there.
A Core Message is the simplest, clearest articulation of where you want to go, how you plan to get
there and how the journey will affect the people you are talking to. Think of your constituents as
being in the stands, watching the game but not really involved in it. What will it take to bring
them down out of the stands and into the game?
As illustrated on the preceding page, you have several constituencies that are watching everything
you do and listening closely to everything you say. At no time prior has it been more crucial than
now to lead your organization under a clear vision, supported by your strategic plan, core
leadership message and implementation plan, that will fulfill your vision.
TWGC

17. The Walter Gynn Corporation Value Proposition
Subsidiary Subsidiary
TWGC
{Product}
GYNN + DELLON
WG ADVISORS
PARTNERS
{People & Process}
{People}
Strategy
Communication
Client
Business Constants Mirror Our Core Services
TWGC

18. The Walter Gynn Corporation – provides an extensive compliment of operational solutions that
correspond to the profiles of our partners. Each partner has substantive, “hands on” experience in
their respective disciplinary areas such as construction, development, engineering, finance,
government affairs, planning, operations, marketing, sales, and strategy. Frequently, this leads to
us becoming embedded in a client project or operating entity, on an interim basis, where we may
also be performing a talent acquisition engagement to provide a permanent solution for that same
discipline.
WG ADVISORS - is a consultancy that is dedicated to improving client project and corporate
performance. Transformation is supported by; Operations Review, Strategic Planning, Strategic
Communication, Business Planning & Implementation, Continuous Improvement, Executive
Assessment, Executive Coaching and Talent Acquisition. Each is vital to organizations that seek
competitive advantage. In the 80's and early 90's, we played a major role in designing survival
strategies, for companies that did survive and went on to become major global entities. We have
put teams in place for clients throughout the world who knew how to make “lemonade out of
lemons”. Today’s organizations are crying out for real experience and leadership ability. We
combine industry knowledge, objectivity, reality based perspective with time proven methodology
that delivers results and value.
GYNN + DELLON PARTNERS – is a Talent Acquisition consultancy that extends our service
reach beyond North America and the Caribbean with the addition of sixteen (16) offices in Europe
and Asia.
TWGC

19. Industry Experience
Industry Experience
LAND . RESIDENTIAL . COMMERCIAL . INDUSTRIAL . RETAIL . HOSPITALITY
MIXED USE . RESORT . ATTRACTIONS

20. Partial List of Clients
Arthur Rutenberg Homes Fairfield Communities Penn Central Corporation
ABI Contractors Faison Post Properties
Ackerman & Company Flagler Development Prentice Properties
Alandco Fletcher Properties Regency Realty
Alcoa Properties FL. Residential Comm. Schroeder Manatee Ranch
Amurcon Ford Motor Land Sea Pines Plantation
Arvida Forest City Enterprises Security Capital Corp.
Balcor Fox & Carskadon Skanska, USA
Beck Construction General Housing Industries Skidmore Owings and Merrill
Belmont Corporation Gerald Hines Interests Simon Property Company
Bonita Bay Group Haskell Company Starwood Vistana Resorts
Bovis Lend Lease Highwoods Properties St. Joe Company
Brookfield Properties Hilton Grand Vacation Club Tampa Palms
BVG, Incorporated HOK Architects Taylor Woodrow
Cabot Cabot & Forbes Homart Development Tishman Speyer Properties
Cadillac Fairview Integrated Resources Tishman Realty Corporation
Carothers Construction James N. Gray Construction The Rouse Company
Citicorp Realty JMB Realty Towermark
Collier Enterprises Kenneth Leventhal & Co. Town Properties
Coscan Homes, LLC Kohn Pedersen Fox The Welbro Companies
Crosland Lincoln Property Company Turner Construction
Cushman & Wakefield Mellon Stuart Construction Walt Disney Imagineering
Del Webb Corporation McCarthy Construction WCI Communities, Inc.
Disney Development Co. McCormick Property Company Welbro Constructors
Echelon International Merrill Lynch Realty Wharton-Smith
Ecogroup Oakbrook Properties Urban Investment & Development
Euro American Advisors Olympia & York USS Reality
Euro Disneyland Oxford Development Vantage Companies
Fuller Construction Park West Homes VMS Realty Partners

21. Walter T. Gynn – Positions Held
Chief Marketing Chief Talent
& Acquisition
Sales Officer Officer
Chief Strategy Management
Officer Advisor
Chief Operating Executive
Officer Coach
Frequently we are asked; “What distinguishes TWGC from others?” Without hesitation we reply;
experience and accountability.
Mistakes being made by companies today are not original. We have seen this before and because we
have we can provide meaningful support to organizations who are working through their challenges.
How are we accountable? Our deliverables are quantified by timelines and performance criteria.
Therefore, what we accomplish becomes the measure of our value.
Walt Gynn

22. Walter T. Gynn – Overview
Walt is an accomplished business leader and solution developer with broad experience covering;
product planning, product development, marketing, sales, operations; market analysis; acquisition;
joint ventures; strategic planning; continuous improvement and talent acquisition. Walt has performed
in senior corporate leadership roles during the development and operation of luxury multifamily,
planned communities, condominium, resorts and mixed use projects. Walt has also completed
hundreds of real estate industry consulting engagements for multi billion dollar corporations and pre
revenue start ups. Engagement success requires total comprehension of the interrelationship that must
exist between people, business process and delivering a quality product to achieve and sustain
competitive advantage.
Walt earned his EMBA at the University of Pittsburgh - Joseph M. Katz Graduate School of Business
where his concentration was Marketing, Strategy, Environments and Organizations. He also earned
his BSBA from the University of Pittsburgh with a Major in Marketing and Minor in Economics. At
Inchcape Testing Intertech, Walt received ISO 9000 Lead Assessor Training. At the Institute for Real
Estate Management (IREM) Walt studied Fundamentals of Property Management and Management
and Analysis of Income Property. He is also a licensed Community Association Manager (CAM)
Walt's thirty (30) years experience commenced as a Strategy Consultant at Pittsburgh Development
Corporation. He then became Chief Operating Officer at Headen & Company. Following, Walt
transitioned into consulting as Managing Partner at Barton Sans International, President & Managing
Partner at Gynn Associates, Inc. and The Walter Gynn Corporation. In 2005 he returned to corporate
rolls as Vice President Sales and Business Development at BVG and in 2007 Walt joined Euro
American Advisors as Director of Corporate Strategy & Development.

23. Pittsburgh Development Corporation was a boutique strategy consulting firm that was later acquired
by Booze Allen. Walt assisted in the creation of the corporate real estate practice that supported
several members of the Fortune 500. Scope included strategy and implementation planning to produce
efficiencies for operating corporate facilities and for developing corporate headquarters buildings.
Major corporations such as Alcoa, United States Steel, Inland Steel, Stearns Coal & Lumber and
Westinghouse Electric Company were venturing into homebuilding and community development
which also necessitated the formation and organization of complete operating entities.
Headen & Company was the leading developer of luxury apartment and condominium communities
in Charlotte, N.C. that also operated a homebuilding company in partnership with Arthur Rutenberg.
Walt was a corporate officer, stockholder and member of senior staff. He participated in equity
syndication, project acquisition, project planning, design and development of 1,700 apartment and
850 condominium residences. He also served as the HOA President for all company developed
condominiums. He was accountable for hiring, training and leadership over a 165 member staff with
direct responsibility for marketing, sales, leasing and operation of all company owned assets.
BVG is a full service real estate development and operating company that creates luxury waterfront
condominium, town home and vacation club properties that are each supported by numerous upscale
amenities such as marinas, spas and concierge service. Projects are located throughout Florida, North
Idaho, Mexico and the Bahamas. As Vice President, Sales and Business Development Walt was a
member of corporate senior staff where he participated in corporate and project strategy, project
acquisition, planning and development and event planning. He was directly responsible for corporate
executive and project talent acquisition, leadership over $600 million in residential and vacation club
sales, International Broker outreach, sales programming and continuous improvement for sales
process.

24. Euro American Advisors is a Dutch based equity syndicator with U.S. offices in Tampa. The entity
operated fourteen (14) assets, throughout the Southeastern United States, representing aggregate value
of $1.3B. Assets include; apartments, condominiums, parking facilities, retail, office and land. Walt
reported directly to the CEO, headquartered in The Hague, on all matters that involve corporate and
asset strategy. He was responsible for; U.S. operations strategy; project strategy, project acquisition;
product development; organization development; asset repositioning; talent assessment, talent
acquisition and continuous improvement. Walt sat on the executive committee comprised of the
Chairman, CEO, COO and CFO. This group made all decisions regarding enterprise strategy, investor
relations and distressed asset work out.
BVG
EAA
Pittsburgh. Development
EAA
BVG
Headen Headen

25. THE WALTER GYNN CORPORATION
Transformation . Strategy . Talent Acquisition
Corporate Headquarters
3001 N. Rocky Pt. Dr, E.
Suite 200
Tampa, FL 33607
(813) 282-7480
Regional Offices
Naples, FL.
Miami, FL.
GYNN+DELLON PTRS.
Tampa, FL.
Glendale, CA.
New York, N.Y.
TWGC