Paul Nathan

Oversaw a 2M sq. ft. portfolio across 24 GTA properties, supporting 3,000+ employees and six Senior Directors while strengthening governance, risk, health & safety, and regulatory compliance across 30 asset categories valued at $30M.

Portfolio Property Manager – Federal Government (Canada Post, GTA, ON) - JLL – Jones Lang LaSalle Real Estate Services - Ontario, Canada

(2020-02 - 2026-05)

Oversaw a 2M sq. ft. portfolio across 24 GTA properties, supporting 3,000+ employees and six Senior Directors while strengthening governance, risk, health & safety, and regulatory compliance across 30 asset categories valued at $30M.

• Client Relationship: Delivered cost-effective solutions to complex operational challenges across 6 client directors, 24 managers, and 48 Health & Safety members by applying Total Quality Management principles and building trust.
• Financial & Budget Management: Reduced expenditure by 12% while managing $6M+ in OPEX by leading variance analysis, improving forecasting accuracy, leveraging economies of scale, and identifying cost-optimization opportunities.
• Stakeholder Collaboration: Ensured successful cross-functional delivery across client real estate, operations, health & safety, project management, finance, and compliance workstreams by aligning priorities, and coordinated execution.
• Vendor Management: Improved vendor contract cost efficiency and ROI by 15% through sourcing-led renewals, KPI-driven performance management, continuous improvement initiatives, and BAS/CMMS-based performance insights.
• Capital Planning: Optimized asset performance and mitigated operational risks through a $12M, 10-year CAPEX strategy by applying Pareto 80:20 prioritization, lifecycle analytics, CMMS data, and condition-based monitoring.
• Enterprise Risk Management & Compliance: Achieved 98% compliance across Occupancy Compliance Plans, Environmental Compliance Audits, and Building Condition Assessments by applying ISO 31000 risk management principles.
• ESG Implementation: Supported the client's net-zero 2035 goals and improved energy efficiency across 50,000 sq. ft. programs by delivering $3M solar installations, a $1M LED retrofit with a 4.5-year ROI, EV infrastructure rollout and BAS.

Senior Executive Manager – Property, Asset Management & Development - Ahmed Group - Mississauga, Ontario, Canada

(2019-07 - 2020-01)

Provided CEO-level oversight for mixed-use portfolios across the GTA and St. Thomas, managing 500,000 sq. ft. of commercial space and 600 residential units while strengthening governance, operational control, and asset performance.

• NOI Growth & Asset Performance: Increased NOI by 14% across mixed-use assets by executing strategic lease renegotiations, tenant retention initiatives, and cost-control measures to improve asset performance and revenue growth.
• Portfolio Lease Planning: Strengthened lease planning across the portfolio by developing grid analysis to assess demand, supply, and absorption trends, forecast future leasing needs, and support strategic lease decisions.
• Operations & Service Excellence: Improved operational reliability and regulatory compliance across 500,000 sq. ft. of commercial space and 600 residential units by managing preventive, corrective maintenance, and service optimization.
• Contracts & Procurement: Reduced operational costs by 12–15% and improved service delivery by optimizing procurement strategies, MSAs, and vendor agreements through strategic sourcing and benchmarking.
• Workplace Configuration: Enabled marketing campaigns and investment presentations for a $90M project by converting 5,000 sq. ft. of common area into a dedicated Marketing and Promotion Centre.
• ROI Forecasting & Development Planning: Projected 18% ROI for a $90M mixed-use development by conducting financial modeling, optimizing planning scenarios, and supporting market-positioning decisions.

Director – Head of Asset Management - MODA Mall/ World Trade Center - Bahrain

(2014-10 - 2019-06)

Oversaw a $2B mixed-use portfolio spanning office, retail, hospitality, and luxury residential assets, reporting to the Royal Family Office and Advisory Board while aligning operations, governance, and asset performance with strategic priorities.

• Strategic Leadership & Stakeholder Collaboration – Finalized a $30M Sheraton redevelopment by aligning visionary leadership while collaborating with legal, finance, banks, projects, developers, contractors, consultants, and operators.
• Transformation – Established a scalable, governance-led corporate operating model by transitioning from a family-office structure and implementing formal policies, procedures, best practices, and operational standards.
• Revenue Growth & Asset Value Enhancement – Maintained 95% occupancy, increased NOI by $7M, and generated over $30M in annual revenue by executing targeted leasing strategies, tenant retention initiatives, and asset repositioning.
• Portfolio Growth – Increased asset value, portfolio growth, and NOI by 15% across major repositioning initiatives, including a $20M mall expansion, $30M Sheraton redevelopment, and $5M multi-storey parking project.
• Tenant Relations & Rent Recovery – Recovered over $500K in delayed rents while preserving tenant relationships and avoiding litigation through strategic negotiations and relationship-focused dispute resolution.
• Value Engineering & Cost Optimization – Delivered up to 20% cost savings while improving service quality and billing efficiency by evaluating Master Service Agreements, optimizing vendor contracts, and strengthening procurement controls.
• Acquisitions, Disposals & Portfolio Optimization – Strengthened portfolio performance and redevelopment funding by disposing of underperforming assets valued up to $20M and reinvesting proceeds into high-performing assets.

Director – Property Asset Management & Client Services - Savills – Middle East Region - Middle East

(1995-01 - 2014-09)

Managed a $1.5B, 5M sq. ft. portfolio of 60+ commercial, retail, residential, and industrial assets, driving 150% portfolio growth through strategic business planning, client acquisition, retention, and seamless service integration.

• Client Relation & Business Development–Drove client retention, cross-selling opportunities, and upto 40% new business growth over five years across diverse client groups by building trusted relationships and strengthening client engagement.
• Strategic Business Planning & Change Management – Reduced operational costs by 70% across the organization by restructuring operations, consolidating eight divisions into four, and retaining high-performing talent.
• CAM & Capital Reserve Planning – Strengthened long-term financial sustainability and asset planning across 80 properties by implementing Common Area Maintenance recovery and Capital Reserve programs.
• Operational Readiness – Ensured post-construction readiness for the 3m sq. ft. Kingdom Centre by conducting acceptance testing, warranty frameworks, preventive maintenance, FM mobilization, and Total Productive Maintenance.
• Appraisal & Feasibility Studies – Generated up to 30% additional income