Mike Blanco joined CBRE in March 2011 as Alliance Director on the Morgan Stanley account where he has been providing leadership in support of their real estate portfolio consisting of approximately 18 million square feet of Office, Retail and Critical Facilities worldwide. In his short tenure, Mike has implemented organizational refinements and driven process improvements to better align and serve his clients business needs. He has also been successful in developing his team, raising the level of service provided, and strengthening the relationship with his client.
Prior to joining CBRE, Mike was with UBS Financial Services, Inc. as Executive Director/Branch Development Manager. He managed a team of professional Project Managers in support of the Western Division Real Estate, which comprises of 27 states with 200 Wealth Management Branch Offices and $2.5 million RSF. He was responsible for the implementation of the new Private Wealth Management initiative, which supports the Ultra High Net Worth client experience in various cities around the U.S., for all Latin America projects (Lima, Peru; Montevideo, Uruguay; Caracas, Venezuela; Bogota, Colombia), and for Puerto Rico Wealth Management Real Estate. He was also responsible for maintaining constant communications and relationships with Western Division Business Management (Divisional Director, COO, and Market Area Managers).
Prior to joining UBS Financial Services, Mike was with Merrill Lynch as Vice President / Facilities Operations Manager. He managed and directed staff through all project phases consisting of approximately $800 million per year spent in Headquarters Facilities and Domestic Branch Offices. He was responsible for all day-one services (i.e. architectural, engineering, construction, furniture, demountable partitions, expediting, moving services, and warehousing), for all day-two building related services (i.e. preventive maintenance, HVAC, plumbing, electrical, engineering staff, janitorial, waste removal, environmental, fire/life/safety, etc.), and monitored staff and vendor performance to maximize client satisfaction. He was a member of the committee that designed and implemented a “new” Design and Construction model in order to realize a cost savings and streamline the process. He ensured the implementation of strategies and policies designed to standardize firm-wide cost reduction initiatives, minimize supplier base, increase internal controls and improve the overall effectiveness of the Facilities Operation functions. He provided support for ML clients in their domestic needs for design, construction and building related products and services, served as liaison between vendors and business units for conflict resolution and day-to-day operational issues and developed cost saving strategies in an effort to achieve mandated goals.