Craig K. Campbell

Real Estate, Finance and Management Executive
Executive level manager who brings an unparalleled combination of skill sets: high level financial analysis/planning and forecasting, process-led efficiency improvement, senior level leadership and business acumen. Accomplished integrator of finance principals and capital (human and monetary) maximization resulting in strong operations management and financial advancement. Proven success of corporate turnarounds during down markets. Consistent performer in growing revenue streams. Leadership by inspiration, motivation and empowerment. Twenty + years of exceptional personnel hiring and development success.

P&L Accountabilityfinancial budgeting and forecastingOperations improvementpersonnel developmentSales leadership product review and enhancement strategic negotiator

Education
Master of Science-Finance 1995
University of Colorado-Denver
Bachelor of Science-Finance/minor Economics 1988
University of Colorado-Boulder Leeds School of Business

Professional Experience
Miramonte Homes (formerly Standard Pacific Homes of Tucson)December 2007-February 2009
President
Negotiated the acquisition of Standard Pacific Homes Tucson division for private equity group. Developed detailed financial proformas for investor return requirements. Performed extensive legal documentation/agreements review. Retained by equity group to create and operate new Homebuilding entity including the establishment of: financing and banking structure, IT operating systems, insurance requirements, and legal entities. Accountable for all functions of company: P&L, Sales and Marketing, Finance, Purchasing, Construction and IT.
Established banking relationships and borrowing structure utilizing 20% less capital.
Exceeded profit expectations in declining industry and economy.
Grew market share 300% in declining market.
Created new brand and Marketing profile.


Standard Pacific Homesof TucsonApril 2007-December 2007
Division President
Recruited to re-engineer efficiency of 300 unit national homebuilder division. Managed operations of multiple new home communities across southern Arizona. Established accurate financial budgets and forecasts for division. Improved balance sheet management with focus on both assets and liabilities. Redesigned, reengineered and re-bid housing product offering. Significantly reduced overhead expense by increasing effectiveness of personnel and output from management team, operating systems and 3rd party resources. Negotiated the successful sale of the Division to a private equity group at the end of 2007.
Enhanced ROA via: 40% decrease in sale-to-close cycle time, removal of non-performing and under-performing assets and improved allocation of accounting reserves.
Increased market share in significant market turmoil.
Improved operating efficiencies with 20% personnel reduction in first 2 months.
Reduced building costs in excess of 20%.
Accountable for 80%+ in house mortgage lending retention.

Morrison Homes of ColoradoJanuary 2004-April 2007
Division President
Hired to re-direct the financial and operating results of a $120MM national homebuilder division. Improved all aspects of division-Sales and Marketing, Construction, Purchasing, Finance, and Land Acquisition and Development. Performed financial planning and analysis of budgets, forecasts and operating efficiencies. Established and led top performing management team (fully intact 5 years later).
2005 Revenue Growth of 40%.
2005 ROA, Net Income and Market Share Growth of 60%.
2006 Record Closings in market that declined 25%.
Last to First in Customer Service Scores.
Accountable for 80%+ in-house mortgage lending retention.

KB Home of ColoradoMarch 1999-January 2004
Vice President of Land
Developed and implemented divisions strategic business plan, including product development, of a 2,000+ annual unit homebuilding division. Directed the divisions land acquisition and forward planning and entitlements of 4,000 residential lots (several MPCs) on an annual basis. Developed financial models testing project return criteria. Negotiated complex land transaction legal agreements with both land sellers and government entities. Successfully implemented new product/ market penetration strategies-including Multifamily.
Significantly expanded companys foot print and community count leading to division revenue growth of 500%.
New product and land transactions allowed division to increase pre-tax earnings 8 fold.
Completed over $250MM in land transactions.

MCIW TelecommunicationsOctober 1997-March 1999
Senior Business Development Analyst
Negotiated pricing, terms and conditions with MCIW Conferencing customers and vendors. Interfaced with internal attorney group to draft and negotiate contracts. Analyzed strategic business unit profitability and product margin. Lead in new product development and pricing.
Increased revenue on established accounts
Negotiated stronger/tighter contracts for enterprise.

M.D.C. Holdings, Inc. (Richmond American Homes)July 1995-October 1997
National Director of Purchasing
Accountable for procurement of $600 million in Cost of Goods Sold. Negotiated, developed and implemented national purchasing programs with homebuilding product manufacturers and contractors for all (8) divisions. Increased efficiency of divisional purchasing departments via consolidating duties, creating single source of contact and development of scalable processes.
By leveraging companys buying power, decreased product and material costs by minimum 15%.
While driving down costs, raised quality of product and materials.
Strengthened supplier relationships leading to industry best lead and delivery times.

Senior Corporate Financial Analyst
Completed acquisitions of two privately held homebuilding companies. Performed merger and acquisition due diligence including detailed cash flow and return analysis. Tracked financial benchmarking of industry peers. Created monthly and annual business plans for all divisions of the 7th largest publicly traded homebuilder. Discussed companys public financial data with Wall Street investment banks and analysts.
Assisted in completing quarterly and annual SEC reporting requirements.
Reviewed divisional land acquisition requests.
Provided and presented succinct financial reports to Board of Directors.

FirstBank of Littleton, Colorado February 1992-July 1995
Assistant Vice President
Performed extensive consumer and commercial mortgage lending and underwriting. Monitored daily operations of a $47 million bank, including reconciliation of general ledger accounts, Federal Funds and Reserve Bank requirement management. Branch was part of a $2.3B asset holding company.
Led Branch in new business development growth.
Accountable for Human Resource responsibilities for 50 employee branch.

CitiBank (New York State) June 1990-November 1991
Financial Analyst
Analyzed and forecasted income statement and balance sheet of a $1.5 billion asset regional bank. Projected bank income and cash balances from revenue and expense auditing. Performed financial review of bank product set, making recommendations for product pricing, elimination or adjusting. Developed and implemented monthly business plans for senior management. One of 18 trainees for exclusive national Citibank/Citicorp management training program.