At the Building

Home , 1001 Woodward, David Whitney Building, Detroit Club, First National Building

DISCOVERY

AT THE BUILDING

ALEX PEREIRA, CHRIS GRIFFIN, ANIKET JOSHI, MINGHUI HUANG NOW

THEN THE POSSIBILITIES The Detroit Free Press Building, an Albert Kahn creation built in 1929, is currently for sale at a price of $6.5 million. The property, listed by Friedman, is owned by Investor Emre Uralli who acquired it for over $2,500,000 by buying out distressed debt and foreclosing on the owner. The high rise redevelopment opportunity consists of 14 floors and a 3 level basement consisting of approximately 290,000 total square feet. The Art Deco style building consists of a steel frame structure with limestone facing and although it is presently unoccupied, the building is in good structural shape. The building has the potential to support lower level retail, a second story office, approximately 140 apartment units and 3 levels of basement parking which support approximately 115 spaces. When constructed the building originally housed the Detroit Free Press offices and the printing presses where history was catalogued for the masses making it a unique historical proposition worth saving. The building itself boasts gorgeous hand carved reliefs and sculptures giving the building a unique architectural façade unlike any other building in Detroit. Detroit itself is experiencing a Renaissance thanks to the interest of numerous Billionaires in the region such as Dan Gilbert, George Karmanos, Roger Penske and the Ilitch family. Dan Gilbert has personally acquired 11 buildings in the area touting his “big bang” plan for redeveloping the Woodward corridor into an expansive retail/ and loft style corridor. Detroit is experiencing positive traction and attention on a national level as more eyes focus on this dynamic growth opportunity. The buildings close proximity to the office sector makes it an ideal candidate to target local business people who work in the area but may be presently commuting The Detroit Free Press is one of the few rare opportunities to take advantage of massive tax credits that no longer exist for new projects and have already been approved by the federal government and the state removing a large portion of the inherent risk of these redevelopment projects. BUSINESS CASE •BUILDING IN GOOD SHAPE •OCCUPIED UNTIL 1998 AND FINISHED VACATING IN 2001 •UNIQUE HISTORIC BUILDING WHICH HELPED MAKE NEWS MAKING IT A UNIQUE VALUE PROPOSITION •EXCELLENT HIGHLY VISIBLE LOCATION •GATEWAY TO WASHINGTON BLVD/ CAPITOL PARK •UNOBSTRUCTED VIEW OF WASHINGTON AVENUE •REAL PARKING LOT CAN BE CONVERTED TO MORE USEABLE WALKABLE SPACE THAT CAN BE RENTED OUT TO THE NEIGHBORING DETROIT CLUB FOR WEDDING RECEPTIONS OR URBAN MARKET •3 LEVEL BASEMENT FOR PARKING •$33 MILLION OF APPROVED TAX CREDITS •POSSIBILITY TO ADD $20,000,000 NMTC •$56 MILLION REDEVELOPMENT PROPOSAL THE SITE

IMMEDIATE SITE

LOT

VICINITY The (G) indicates a Dan Gilbert acquisitions and the opportunity for mass new urban retail space. The building sits at the head of Washington Blvd and the Financial District. While its Walk Score may arguably be very weak right now, as the center continues to develop we will see additional retail move into the area and push the score higher. Due to the excessive amount of blighted buildings in the urban core the score is low. As Detroit continues on its renaissance path, the additional lower level retail already built out will have an immediate impact on the site and score. The proposed lower level retail will incorporate at least 3 restaurants and the possibility of a weekend urban market all of which will positively affect the sites Walk Score. KEY STAKEHOLDERS Selling Broker Brownfield Tax Credits

Ryan Snoek Michigan Economic Development Corporation Brownfield Redevelopment Authority

Emre Uralli Commercial Mortgage Current Owner Free Press Building New Market Tax Credits Federal Historic Tax Credits David Blaszkiewicz Low Income Housing Tax Credits Mary King Michigan Historic Tax Credits

The complexity associated with acquiring all the tax credits to make the development viable can be easily Edwin Harlin observed through all the different parties needed to bring the redevelopment into fruition. The benefit of the deal presently at hand is that the majority of key stake holders have already been assembled. The parties still left to participate at this point include MSHDA for LIHTC, Invest Detroit or another Community Development Entity for New Market Tax Credits, the city of Detroit for possible section 108 loans and a financial firm like Bernard financial for a Commercial Mortgage Backed Security or an Banking Entity for a construction and rehab loan CURRENT AND PLANNED REDEVELOPMENTS MAP KEY

1 Blue Cross Blue Shield “BCBS”- moved 3,000 employees to the Ren Cen or about 50% of its employees. The Ren Cen is now almost fully leased and near capacity. BCBS will begin to move an additional 2,000 employees to their newly leased space. 2 Compuware Building- Dan Gilbert, the owner of Quicken loans, the Cleveland Cavaliers and 40 other businesses, moved the Quicken loan headquarters here bringing 1,700 employees with him. By the end of 2012 he is expected to have 5,400 full time people here and growing 3 1001 Woodward- The First Federal Building. 330,000 sq ft office building currently 56% leased. Major tenants include GalaxE.Solutions Inc which moved from New Jersey to Detroit and most recently the University of Phoenix which leased 20,000 sq ft of space. The building fronts Campus Martius 4 Dan Gilbert’s Recent Acquisitions (he owns 9 total as of March 2012) A Chase Tower- 500,000 Sq ft. Currently 95% occupied. Retail will be added along Woodward Avenue B Dime Building- 23 story office space. Currently undergoing renovations C First National Building- $25mm renovations. 80% occupied now that Title Source Leased 150,000 sq ft D Madison Theatre Building- 100% leased. The location of Dan Gilbert’s technology incubator. E Two Detroit Center- Parking Deck. 1,100 spots. F Federal Reserve Building- Recent Acquisition. 176,000 sq ft. Big announcement of a single large tenant is expected 5 Elevator Building- 100 yr old historic building. 30,000 sq ft. converted to office space and 100% filled by artists and small businesses 6 Cobo Center- $221 million renovation currently under way. 40,000 sq foot expansion. State of the art convention facility once complete that boasts gorgeous river front views 7 Fountain Bistro- A Campus Martius Jewel. Completely renovated Bistro complete with full menu and liquor license 8 Somerset City Lofts- Somerset collection, one of the most profitable malls in America tested a concept of suburban retail in a temporary setting in Downtown. It was a smashing success. There is talks with the owners and Dan Gilbert to bring a portion of this collection permanently to the Woodward strip. 9 Capitol Park Loop- Sponsored by the Detroit Economic Growth Corporation, the park just underwent a $1.5 million renovation and there are proposals to redevelop 3 of the major buildings in this district to have retail, dining and entertainment 10 Broderick Tower- a 127 unit complete renovation headed by JC Beal. $53 million dollar project slated for completion September 2012. Currently, as of March the building is 50% pre-leased with rents ranging from $1.45 to $2.0 per square foot. 11 David Whitney Building- 19 story redevelopment presently under works. It will have a boutique hotel run by Marriott and for rent residential. $80 million redevelopment. 12 Penobscot Building- Historic office space and one of the crown jewels of Detroit. Currently for sale. The Woodward light rail project will prove to be a major economic driver for the region if the project is approved. There are presently four routes under discussion consisting of 3.4 Miles Surface Rail. This will prove to be the backbone of the Woodward corridor and has the capacity to become the retail catalyst in Detroit. The project is expected to cost $125 Million and have $4 Million an year operating costs of which the M1 group would be responsible to manage, operate and run. Presently private backers are $11 Million short of the entire proposed budget but there is the probability of a $25 Million Federal Grant that could cover the shortfall. Final financial feasibility study is due by the end of April and the decision to award the remaining $25 Million will come sometime at the end of May. Our group believes if the federal government does not step in with the additional requested aid, the consortium of private backers will pick up the slack and bring the project to fruition as it is an imperative piece of Dan Gilbert’s redevelopment efforts and his “Big Bang” theory on redeveloping the Woodward corridor all at once. THE VISION LET THE BUILDING COME ALIVE!

•CAFÉ, •RESTAURANT, •BEER GARDEN • 2ND LEVEL OFFICE •LUXURY APARTMENTS

INDOOR PLACE MAKING •BOTANICAL GARDEN •WALKING GARDEN •BENCHES •BRING PLACE MAKING INDOORS •TABLES •ENERGIZE THE ROOF TOPS •EXCITEMENT! Building Layout st 1 Floor Retail 7th – 14 th Floor Residential

•6,350 sf ft rentable space •21,000 sq ft of rentable space 3rd – 6th Floor Residential Parking & Storage

•19,500 sf ft rentable space

•3 levels underground 2nd Floor Office •102,000 sq ft 32,000 sq ft of rentable space THE CONCEPT

• The building concept is simple, has a symbiotic self sustaining business ecosystem enterprise encapsulated within the structure that supports lower level retail, a floor of office space that can take advantage of the lower level retail and provide for rent housing on floors 3 through 14 to help sustain the lower level retail by providing 140 apartments with an average of 3 people in each unit to help create a baseline consumption for the retail space below. • At the core of the concept is place-making! Why should place making be limited to outdoor parks and venues? In Michigan, the largest problem seven months out of the year is the frigid weather that prevents people from enjoying a beautiful walk-able garden. • The building will devote at least half of its lower retail space to create a walk-able botanical garden and acquire the rear adjoining lot to create a walk-able open space for the community. The Detroit club, a neighboring organization is slated to host wedding receptions and catered gatherings in their structure and the ability to offer an immediate urban oasis could prove to be a lucrative additional source of revenue. The Space could also easily host a weekend urban market for the surrounding community in its open plaza to further drive revenue, traffic and opportunity. Because of the highly visible location of the building and its well know prominence this can present a terrific opportunity to enhance the community and the sense of place.

• The space will be complemented through three retail food merchants: a café which will serve coffee concoctions and baked goods; a beer garden which will market its own beers on tap; a full service restaurant and bar which will complement both other retail establishments. • Patrons of the restaurant retail space will want to spend time in our premise whether its consuming a tasty coffee and sweet baked goods from the in house café taking in the aroma of the fauna and flora of the garden, or enjoy walking out to the rear of the building where the garden will continue in the adjoining empty lot to be converter. Patrons can also have a refreshing cool crisp beer or hard cider thanks to the in house beer garden or sit down for a fabulous meal prepared by the in house restaurant which shares the space and complements the other two businesses. Synergy creation is at the heart of this venture; this concept is how Tony Goldman made his developments successful and the group aims to follow that plan. • At night the space will transform as the once loading dock doors which have been converted to windows will open joining the both the indoor and outdoor space on a beautiful night while live bands play and bring in the crowd. The rooftop decks will also be leveraged to provide additional entertainment space. THE GARDEN

The garden is at the center of the concept. The objective is to bring place making indoors during the winter months and give patrons a place they want to meet, gather and hang out. The garden will be surrounded by retail food outlets that will encompass a beer garden, a bakery coffee shop and a prominent restaurant. The objective is to drive interaction in this space THE PLAYGROUND

The playground is where the action happens in the warm weather months. Live bands, receptions, food markets can easily be hosted in the large open urban walk able courtyard. This will be a natural draw to the location and the building retail. The rear bay of the building currently has truck loading docs which were used for newspaper loading and will be converted to floor to ceiling glass panes that can easily be opened when weather permits creating a highly permeable space between the indoor of the garden and the playground outside. SCOPE OF CONSTRUCTION • The three basement floors which house the paper publishing equipments of the press will be gutted and converted into parking spaces. The first floor will house retail at grade with the rear open garden. The read loading bay doors will be converted into floor to ceiling windows which will open in the warmer months to integrate the garden with the playground. • While doing this restoration construction the features which lend character to the building such as beautiful lobby ceiling, Clippings from notable events hanging on the wall of a restaurant called Press Galley which once existed there, mural remains etc. will be retained and repaired. • The second floor will be an office space, and while at this we will try to maintain the old office character of the second floor. The beautiful marble terrazzo floors and will be retained and restored. The third floor onwards will house 140 apartments. The restoration construction process will involve tearing down the finishing and non - load bearing walls to accommodate all units. Floor 14 will need an elevator installed between it and the 13 th floor to access the penthouse apartments which will have private access to the rooftop deck. • The building will boast three rooftop green or deck space ideal for Careful refinish of ornate ceilings entertaining. The lower level retail will have access to one of these locations for public usage. • The foundation and Columns look weak and will require repair work such that the structural integrity of the building is still maintained as well as brown field abatement from the chemical spillage of the presses.

Columns will require repair and reconstruction

This was a restaurant known as Press Galley. Pictures of notable events hang on the wall which will be preserved. Hard Costs* Total Area (ft 2) Cost per ft 2 ($) Total Cost ($) Building (Restaurant / Retail) 33971 $88.45 $2,826,727.00 Building (Office) 13259 $164.14 $2,176,331.00 Building (residential / Apartments) 136700 $195.43 $26,740,715.00 Underground Parking 101913 $64.27 $6,550,315.00 Other Costs: Demolition / Gutting - - $350,000.00 Landscaping - - $500,000.00 Green Roof - - $350,000.00 Foundation (Repairs, includes Foundation Analysis) - - $500,000.00 Total Hard Costs: $39,994,088.00 Soft Costs** Project Management Costs: (3.75%) $1,499,778.30 Contingency: (15%) CONSTRUCTION $5,999,113.20 Legal Costs: (0.14%) $55,991.72 Initial Site Survey ESTIMATES $5,000.00 Closing Costs: Title (0.25%) $99,985.22 Recording (0.1%) $39,994.09 Loan Fees (1.0%) $399,940.88 Appraisal (0.25%) $99,985.22 Insurance $35,000.00 Permits & Fees (Inc. LEED certification) (1%) $399,940.88 Site Plan Review, (calculated as % of Permit Costs) (6%) $23,996.45 Advertising and Leasing Commission (4%) $1,199,822.64 Total Soft Costs: $9,858,548.60 GRAND TOTAL $49,852,636.60 AGGREGATE COST per ft 2 $174.05 per ft 2 Note : aggregate cost based on total building sq footage includi ng basement levels MARKET STATISTICS

2009 2009 2000 Comparison A couple of critical factors are presented here. The top illustrates Michigan's MARKET SIZE DRILLDO Traditional Drill Down / Trad. Census WN Est. Est. historic unemployment rate which has seen a sharp reduction over the last 28 Total Population 5,532 7,094 6,141 -22% months. While the Detroit rate has Population per Acre 6.1 7.8 6.8 hovered near 10.2%, it also started Total Households 3,586 3,234 2,699 11% substantially higher than the average rate for the state. This presents a USPS Residential Delivery 3,518 tremendous opportunity to cater to the Addr. '09 new job entrants in the region. 2009 2009 2000 Comparison FNMA Housing Ratios The table to the left represents the mean MARKET STRENGTH DRILLDO Traditional Drill Down/ Trad. Census 36% and average household income for the WN Est. Est. 28% 42% Central Business District in Detroit and $1,20 $1,54 Average Household Income $51,562 $46,556 $44,524 11% the number of households currently 3 7 $1,805 available in the market (3,518). The data $1,03 $1,33 Median Household Income $44,379 $25,690 $21,951 73% is contrasted against Fannie Mae 6 1 $1,553 housing affordability mortgage Aggregate Neighborhood $184.9 $150.6 $120.2 million 23% qualification ratios to illustrate the Income million million affordability of the $1.50 per square foot (4.3 times the metropolitan area income Aggregate Income per Acre $204,048 rents charged for rental units. per acre*)" NEW POTENTIAL SUPPLY Dan Gilbert Motown Construction Partners Claridge House Apartments 125 Units 44 Units 50% Pre Leased Completion: Sep 2012

Dan Gilbert Old Hudson Site DEGC 300 unit estimate Capitol Park Redevelopment Completion: TBD Up to 250 units Completion: Dan Gilbert Unknown Woodward 50-75 estimate Completion: TBD Cornerstone Developments Roxbury Group Free Press Building David Whitney 140 Units 108 Units Completion: 2014 Completion:2013 CENTRAL BUSINESS DISTRICT MIDTOWN PROJECTED MARKET UNIT GROWTH 2012 2013 2014-2017 Units Online 125 108 786 Current Market 3586 3711 3819 Total Market 3711 3819 4605 Growth 3.49% 2.91% 20.58%

Current Market Occupancy: Near 100% with waitlists JOBS IN THE CENTRAL BUSINESS DISTRICT CBD 2012 2013 2017 Current Job Market (approx) 80,000 82,400 90,041 Growth 3% 3% 3% Housing vs. Jobs Absorption 4.64% 4.63% 5.11%

The projected market unit growth illustrates the YOY growth in units coming on line in the market. The CBD market has current occupancy rates near 100% indicative of an undersupplied marketplace. The quote below by Chris Leinberger illustrates a representative sample of possible demand for walk-able urbanism in this market. This quote can be contrasted to the number of jobs in the Central Business District. By contrasting both it is easy to see that less than 5% of actual demand is being currently fulfilled. This presents an opportunity to expand housing presence in the CBD without regard to market demand since it is clear market absorption will be there. The point can easily be supported with the erection of the Broderick tower which has seen current preleasing rates within the last five months reach above 50% and charging in excess of $1.55-$2.10 per square foot rents representing an increase from the old $1.10 per square foot rents the area has historically achieved further illustrating the clear market demand for the district.. "The latest consumer research suggests that 30 to 40 percent of U.S. households want it (walkable Urbanism) in some form," Chis Leinberger. LEGAL STRUCTURE +

DETROIT FREE PRESS CONSTRUCTION BUILDING AND PERMANENT FINANCING

PRIVATE PLACEMENT LIMITED PARTNERS LLC As a liability mitigation strategy a set of LLC’s will be set up CORNERSTONE DEVELOPMENTS LLC amongst the general partners (Chris Griffin and Alex Pereira) GENERAL PARTNERS in order to avoid excessive liability. The structure will involve the investment of limited partners and general partners to support the $2.5 million in owners equity coupled with a mortgage backed security for the remainder of the required balance to proceed forward on the redevelopment project. The $2.5 million will be invested through Cornerstone Developments LLC which will act as the general partner for the actual redevelopment. The principals of the project will pay the necessary premium on the CMBS in order to mitigate any potential risk of the redevelopment. Cornerstone Developments LLC will ultimately be the owner of the Detroit PARTNERSHIP Free Press Building. This structure will provide a pass VENTURES LLC through taxing strategy to both the general partners and the ALEX PEREIRA CHRIS GRIFFIN limited partners while protecting all investors in the project for OWNER OF OWNER OF maximum liability against any legal issues that may arise. CORNERSTONE CORNERSTONE DEVELOPMENT DEVELOPMENT LLC LLC SWOT FINANCIAL OVERVIEW

PLEASE SEE SPREADSHEET ATTACHMENT FOR IN DEPTH ANALYSIS Award Gross Net Absorption factor Private Placement $2,503,031.98 100% MBS/loan/ Sec 108 loan $32,125,282.30 100% Brownfield Tax Credit 20% $9,990,096.00 $8,491,581.60 85% TIFF $442,989.00 $376,540.65 85% Historic tax Credits $10,068,400.60 $8,558,140.51 85% Tax Credits Retained $2,419,219.40 Special Consideration Historic Credits #### $10,682,723.00 $9,080,314.55 85%

Total Cash Sources $61,134,891.60

Total Required $61,134,891.60

Acquisition $6,500,000.00 Construction $49,950,480.00 Loan fees $425,495.49 interest $3,891,404.05 Operating account $500,000.00

CASH SOURCES BLENDED PRO FORMA Assumptions construction Stabilization Period Normal Operations Year 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022.00 2023.00 factors Year 1 Year 2 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Revenue Assumptions New Rentable Area 177,592

Scheduled Market Rents $3,286,577.14 $3,404,932.04 $3,527,693.43 $3,655,029.39 $3,787,114.48 $3,924,130.08 $4,066,264.58 $4,213,713.69 4366680.73 4525376.91 New Build Vacancy ($503,433.48) ($519,638.37) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.00 0.00 Stabilized Vacancy $0.00 $0.00 ($288,006.77) ($296,772.68) ($305,820.38) ($315,159.39) ($324,799.63) ($334,751.32) -345025.07 -355631.86 Bad Debt Expense ($65,731.54) ($68,098.64) ($70,553.87) ($73,100.59) ($75,742.29) ($78,482.60) ($81,325.29) ($84,274.27) -87333.61 -90507.54 Parking $227,784.96 $236,896.36 $246,372.21 $256,227.10 $266,476.19 $277,135.23 $288,220.64 $299,749.47 311739.45 324209.02 Net Rent $2,945,197.07 $3,054,091.39 $3,415,505.01 $3,541,383.22 $3,672,028.00 $3,807,623.32 $3,948,360.30 $4,094,437.56 4246061.49 4403446.53

Expenses Administrative ($158,240.53) ($164,176.90) ($170,340.90) ($176,741.39) ($183,387.56) ($190,288.99) ($197,455.63) ($204,897.81) -212626.28 -220652.20 Advertising ($52,715.43) ($54,627.43) ($56,610.98) ($58,668.85) ($60,803.86) ($63,018.98) ($65,317.28) ($67,701.95) -70176.30 -72743.79 Payroll ($158,429.00) ($164,766.16) ($171,356.80) ($178,211.07) ($185,339.52) ($192,753.10) ($200,463.22) ($208,481.75) -216821.02 -225493.86 Capital Expenditures ($140,574.48) ($145,673.14) ($150,962.63) ($156,450.26) ($162,143.63) ($168,050.61) ($174,179.41) ($180,538.53) -187136.81 -193983.44 Management fee ($175,718.10) ($182,091.42) ($188,703.28) ($195,562.82) ($202,679.53) ($210,063.27) ($217,724.26) ($225,673.16) -233921.01 -242479.30 utilities (water and common) ($184,645.36) ($191,637.93) ($198,900.37) ($206,443.23) ($214,277.48) ($222,414.51) ($230,866.17) ($239,644.77) -248763.12 -258234.51 Contracted Services ($52,809.67) ($54,922.05) ($57,118.93) ($59,403.69) ($61,779.84) ($64,251.03) ($66,821.07) ($69,493.92) -72273.67 -75164.62 Replacement Reserve ($175,718.10) ($182,091.42) ($188,703.28) ($195,562.82) ($202,679.53) ($210,063.27) ($217,724.26) ($225,673.16) -233921.01 -242479.30 insurance ($79,214.50) ($82,383.08) ($85,678.40) ($89,105.54) ($92,669.76) ($96,376.55) ($100,231.61) ($104,240.87) -108410.51 -112746.93 taxes ($65,265.00) ($67,222.95) ($69,239.64) ($71,316.83) ($73,456.33) ($75,660.02) ($77,929.82) ($80,267.72) ($82,675.75) ($833,048.34) Total Expenses ($1,247,304.81) ($1,293,686.35) ($1,341,831.92) ($1,391,809.70) ($1,443,690.53) ($1,497,548.02) ($1,553,458.66) ($2,359,394.26) -1584049.72 -1643977.94 construction interest ($929,135.92) ($2,829,780.18) Net Operating Income ($994,400.92) ($2,897,003.13) $1,697,892.26 $1,760,405.04 $2,073,673.09 $2,149,573.52 $2,228,337.48 $2,310,075.30 $2,394,901.64 $1,735,043.31 2662011.76 2759468.59

Tax Credits New Market Tax Credits $2,122,895.40 $2,122,895.40 $2,122,895.40 $2,547,474.48 $2,547,474.48 $2,547,474.48 $2,547,474.48 NOI After NMTC Sale $3,820,787.66 $3,883,300.44 $4,196,568.49 $4,697,048.00 $4,775,811.96 $4,857,549.78 $4,942,376.12 REFINANCE and pay down $10,000,000 Debt Service ($2,253,614.41) ($2,253,614.41) ($2,253,614.41) ($2,253,614.41) ($2,253,614.41) ($2,253,614.41) ($2,253,614.41) ($1,172,428.09) -2253614.41 -2253614.41 Net Cash Flow ($2,503,031.98) ($994,400.92) ($2,897,003.13) $1,567,173.25 $1,629,686.03 $1,942,954.08 $2,443,433.59 $2,522,197.54 $2,603,935.36 $2,688,761.71 $562,615.22 408397.35 505854.18 sum of cash flows yr 1-7 $15,398,141.55 Covenant Retention $750,000.00 $750,000.00 $1,000,000.00 $1,750,000.00 $1,750,000.00 $2,000,000.00 $2,000,000.00 $10,000,000.00 total Debt remaining at end of yr 7 $26,712,967.04

BTNOI $1,697,892.26 $1,760,405.04 $2,073,673.09 $2,149,573.52 $2,228,337.48 $2,310,075.30 $2,394,901.64 Interes on loan ($1,591,221.02) ($1,557,331.71) ($1,521,708.57) ($1,484,262.88) ($1,444,901.39) ($1,403,526.10) ($1,360,033.97) Depreciation ($1,875,201.51) ($1,875,201.51) ($1,875,201.51) ($1,875,201.51) ($1,875,201.51) ($1,875,201.51) ($1,875,201.51) ATCF from operations ($1,768,530.27) ($1,672,128.18) ($1,323,236.99) ($1,209,890.87) ($1,091,765.43) ($968,652.31) ($840,333.84)

Sale of Bulk Credits $26,506,577.31 Sale of NMTC $2,122,895.40 $2,122,895.40 $2,122,895.40 $2,547,474.48 $2,547,474.48 $2,547,474.48 $2,547,474.48 Gain on tax credit sales $28,629,472.71 $2,122,895.40 $2,122,895.40 $2,547,474.48 $2,547,474.48 $2,547,474.48 $2,547,474.48

Taxes on sale of Bulk credits 15% ($3,975,986.60) Taxes on NMTC 15% ($318,434.31) ($318,434.31) ($318,434.31) ($382,121.17) ($382,121.17) ($382,121.17) ($382,121.17) Total Taxes due on Credit Sales ($4,294,420.91) ($318,434.31) ($318,434.31) ($382,121.17) ($382,121.17) ($382,121.17) ($382,121.17)

Retained Tax Credit offset $2,419,219.40 Operations loss carryover $1,768,530.27 $1,672,128.18 $1,323,236.99 $1,209,890.87 $1,091,765.43 $968,652.31 $840,333.84 total taxes due (carryforward) $106,671.25 ($1,353,693.87) ($1,004,802.68) ($827,769.70) ($709,644.26) ($586,531.14) ($458,212.67)

ATCF $28,522,801.47 $1,629,686.03 $1,942,954.08 $2,443,433.59 $2,522,197.54 $2,603,935.36 $2,688,761.71

Capped Value $15,435,384.20 $17,604,050.43 $23,040,812.11 $26,869,668.99 $31,833,392.50 $33,001,075.69 $34,212,880.56 $24,786,332.97 Cap Rate 11.00% 10.00% 9.00% 8.00% 7.00% 7.00% 7.00% 7.00% RESIDENTIAL PRO FORMA Assumptions construction Stabilization Period Normal Operations 1 2 3 4 5 6 7 8 9 period factors Year 1 Year 2 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 inflation factor 3.00% 1.0000 1.0300 1.0609 1.0927 1.1255 1.1593 1.1941 1.2299 1.2668 1.3048 rental increase factor 4.00% 1.0000 1.0400 1.0816 1.1249 1.1699 1.2167 1.2653 1.3159 1.3686 1.4233 Revenue Assumptions Average Unit Size New Rentable Area 123,926 - - Scheduled Market Rents $1.50 $2,412,698.30 $2,509,206.23 $2,609,574.48 $2,713,957.46 $2,822,515.75 $2,935,416.38 $3,052,833.04 $3,174,946.36 New Build Vacancy 10.00% ($241,269.83) ($250,920.62) Stabilized Vacancy 4.00% ($104,382.98) ($108,558.30) ($112,900.63) ($117,416.66) ($122,113.32) ($126,997.85) Bad Debt Expense 2.00% ($48,253.97) ($50,184.12) ($52,191.49) ($54,279.15) ($56,450.32) ($58,708.33) ($61,056.66) ($63,498.93) Parking $150 $227,784.96 $236,896.36 $246,372.21 $256,227.10 $266,476.19 $277,135.23 $288,220.64 $299,749.47 Net Rent $2,350,959.46 $2,444,997.84 $2,699,372.22 $2,807,347.11 $2,919,640.99 $3,036,426.63 $3,157,883.70 $3,284,199.05

Expenses Administrative 5.00% (132,024.16) (137,305.13) (142,797.33) (148,509.23) (154,449.60) (160,627.58) (167,052.68) (173,734.79) Advertising 1.50% (39,607.25) (41,191.54) (42,839.20) (44,552.77) (46,334.88) (48,188.27) (50,115.81) (52,120.44) Payroll 6.00% (158,429.00) (164,766.16) (171,356.80) (178,211.07) (185,339.52) (192,753.10) (200,463.22) (208,481.75) Capital Expenditures 4.00% (105,619.33) (109,844.10) (114,237.87) (118,807.38) (123,559.68) (128,502.06) (133,642.15) (138,987.83) Management fee 5.00% (132,024.16) (137,305.13) (142,797.33) (148,509.23) (154,449.60) (160,627.58) (167,052.68) (173,734.79) utilities (water and common) 6.00% (158,429.00) (164,766.16) (171,356.80) (178,211.07) (185,339.52) (192,753.10) (200,463.22) (208,481.75) Contracted Services 2.00% (52,809.67) (54,922.05) (57,118.93) (59,403.69) (61,779.84) (64,251.03) (66,821.07) (69,493.92) insurance 3.00% (79,214.50) (82,383.08) (85,678.40) (89,105.54) (92,669.76) (96,376.55) (100,231.61) (104,240.87) taxes Replacement Reserve 5% (132,024.16) (137,305.13) (142,797.33) (148,509.23) (154,449.60) (160,627.58) (167,052.68) (173,734.79) Total Expenses 37.50% (990,181.22) (1,029,788.47) (1,070,980.01) (1,113,819.21) (1,158,371.98) (1,204,706.86) (1,252,895.13) (1,303,010.94)

Net Operating Income $1,360,778.24 $1,415,209.37 $1,628,392.21 $1,693,527.90 $1,761,269.02 $1,831,719.78 $1,904,988.57 $1,981,188.11

Debt Service ($1,509,851.26) ($1,509,851.26) ($1,509,851.26) ($1,509,851.26) ($1,509,851.26) ($1,509,851.26) ($1,509,851.26) ($1,509,851.26) Net Cash Flow ($149,073.02) ($94,641.89) $118,540.95 $183,676.64 $251,417.76 $321,868.52 $395,137.31 $471,336.85 RETAIL PRO FORMA Assumptions construction Stabilization Period Normal Operations 1 2 3 4 5 6 7 8 9 period factors Year 1 Year 2 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 inflation factor 3.00% 1.0000 1.0300 1.0609 1.0927 1.1255 1.1593 1.1941 1.2299 1.2668 1.3048 rental increase factor 2.50% 1.0000 1.0250 1.0506 1.0769 1.1038 1.1314 1.1597 1.1887 1.2184 1.2489 Revenue Assumptions Average Unit Size New Rentable Area 21,712 - - Scheduled Market Rents $1.50 $410,608.62 $420,873.84 $431,395.69 $442,180.58 $453,235.09 $464,565.97 $476,180.12 $488,084.62 New Build Vacancy 30.00% ($123,182.59) ($126,262.15) Stabilized Vacancy 20.00% ($86,279.14) ($88,436.12) ($90,647.02) ($92,913.19) ($95,236.02) ($97,616.92) Bad Debt Expense 2.00% ($8,212.17) ($8,417.48) ($8,627.91) ($8,843.61) ($9,064.70) ($9,291.32) ($9,523.60) ($9,761.69) Parking $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Net Rent $279,213.86 $286,194.21 $336,488.64 $344,900.85 $353,523.37 $362,361.46 $371,420.49 $380,706.01

Expenses Administrative 3.00% (12,318.26) (12,626.22) (12,941.87) (13,265.42) (13,597.05) (13,936.98) (14,285.40) (14,642.54) Advertising 1.50% (6,159.13) (6,313.11) (6,470.94) (6,632.71) (6,798.53) (6,968.49) (7,142.70) (7,321.27) Capital Expenditures 4.00% (16,424.34) (16,834.95) (17,255.83) (17,687.22) (18,129.40) (18,582.64) (19,047.20) (19,523.38) Management fee 5.00% (20,530.43) (21,043.69) (21,569.78) (22,109.03) (22,661.75) (23,228.30) (23,809.01) (24,404.23) utilities (water and common) 3.00% (12,318.26) (12,626.22) (12,941.87) (13,265.42) (13,597.05) (13,936.98) (14,285.40) (14,642.54) Replacement Reserve 5% (20,530.43) (21,043.69) (21,569.78) (22,109.03) (22,661.75) (23,228.30) (23,809.01) (24,404.23) Total Expenses 21.50% (88,280.85) (90,487.88) (92,750.07) (95,068.82) (97,445.54) (99,881.68) (102,378.73) (104,938.19)

Net Operating Income $190,933.01 $195,706.34 $243,738.56 $249,832.03 $256,077.83 $262,479.77 $269,041.77 $275,767.81

Debt Service ($264,531.97) ($264,531.97) ($264,531.97) ($264,531.97) ($264,531.97) ($264,531.97) ($264,531.97) ($264,531.97) Net Cash Flow ($73,598.96) ($68,825.63) ($20,793.41) ($14,699.94) ($8,454.14) ($2,052.20) $4,509.80 $11,235.84 OFFICE PRO FORMA Assumptions construction Stabilization Period Normal Operations 1 2 3 4 5 6 7 8 9 period factors Year 1 Year 2 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 inflation factor 3.00% 1.0000 1.0300 1.0609 1.0927 1.1255 1.1593 1.1941 1.2299 1.2668 1.3048 rental increase factor 2.50% 1.0000 1.0250 1.0506 1.0769 1.1038 1.1314 1.1597 1.1887 1.2184 1.2489 Revenue Assumptions Average Unit Size New Rentable Area 31,953 - - Scheduled Market Rents $1.15 $463,270.22 $474,851.97 $486,723.27 $498,891.35 $511,363.64 $524,147.73 $537,251.42 $550,682.70 New Build Vacancy 30.00% ($138,981.06) ($142,455.59) Stabilized Vacancy 20.00% ($97,344.65) ($99,778.27) ($102,272.73) ($104,829.55) ($107,450.28) ($110,136.54) Bad Debt Expense 2.00% ($9,265.40) ($9,497.04) ($9,734.47) ($9,977.83) ($10,227.27) ($10,482.95) ($10,745.03) ($11,013.65) Parking $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Net Rent $315,023.75 $322,899.34 $379,644.15 $389,135.25 $398,863.64 $408,835.23 $419,056.11 $429,532.51

Expenses Administrative 3.00% (13,898.11) (14,245.56) (14,601.70) (14,966.74) (15,340.91) (15,724.43) (16,117.54) (16,520.48) Advertising 1.50% (6,949.05) (7,122.78) (7,300.85) (7,483.37) (7,670.45) (7,862.22) (8,058.77) (8,260.24) Capital Expenditures 4.00% (18,530.81) (18,994.08) (19,468.93) (19,955.65) (20,454.55) (20,965.91) (21,490.06) (22,027.31) Management fee 5.00% (23,163.51) (23,742.60) (24,336.16) (24,944.57) (25,568.18) (26,207.39) (26,862.57) (27,534.14) utilities (water and common) 3.00% (13,898.11) (14,245.56) (14,601.70) (14,966.74) (15,340.91) (15,724.43) (16,117.54) (16,520.48) Replacement Reserve 5% (23,163.51) (23,742.60) (24,336.16) (24,944.57) (25,568.18) (26,207.39) (26,862.57) (27,534.14) Total Expenses 21.50% (99,603.10) (102,093.17) (104,645.50) (107,261.64) (109,943.18) (112,691.76) (115,509.06) (118,396.78)

Net Operating Income $215,420.65 $220,806.17 $274,998.65 $281,873.61 $288,920.45 $296,143.47 $303,547.05 $311,135.73

Debt Service ($389,294.16) ($389,294.16) ($389,294.16) ($389,294.16) ($389,294.16) ($389,294.16) ($389,294.16) ($389,294.16) Net Cash Flow ($173,873.51) ($168,488.00) ($114,295.52) ($107,420.55) ($100,373.71) ($93,150.70) ($85,747.11) ($78,158.44) YEARLY TAX CREDIT ALLOCATION New Market Tax Credit Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 cumulative credit $19,480,687.20 Yearly Credit $2,497,524.00 $2,497,524.00 $2,497,524.00 $2,997,028.80 $2,997,028.80 $2,997,028.80 $2,997,028.80

Market Absorption 85% Yearly Credit $2,122,895.40 $2,122,895.40 $2,122,895.40 $2,547,474.48 $2,547,474.48 $2,547,474.48 $2,547,474.48

total gain $16,558,584.12 BUILDING SQ FOOTAGE floor Gross Usable Space net usable space use 1 25544 21,712 Retail mezzanine 9959 8,963 Office 2 25544 22,990 office 3 25544 14544 apt* 10K reserved resident for common room 4 21704 19534 apt 5 21704 19534 apt Apartment Total Office Total Retail Total 6 21704 19534 apt efficiency 90% 90% 85% 7 7053 6348 apt Gross 147,080 35,503 25,544 8 7053 6348 apt NET 123,926 31,953 21,712 9 7053 6348 apt 10 7053 6348 apt 11 7053 6348 apt 12 7053 6348 apt 13 7053 6348 apt 14 7053 6348 apt gross 208127 177591.5 usable LOAN BALANCE SCHEDULE Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Balance $31,462,888.90 $30,766,606.20 $30,034,700.36 $29,265,348.82 $28,456,635.80 $27,606,547.48 $26,712,967.04 Total Payments ($2,253,614.41) ($2,253,614.41) ($2,253,614.41) ($2,253,614.41) ($2,253,614.41) ($2,253,614.41) ($2,253,614.41) Total Principal repaid $662,393.40 $696,282.70 $731,905.85 $769,351.54 $808,713.02 $850,088.32 $893,580.45 total interest paid ($1,591,221.02) ($1,557,331.71) ($1,521,708.57) ($1,484,262.88) ($1,444,901.39) ($1,403,526.10) ($1,360,033.97) ALEX PEREIRA 40587 Oakbrook Dr. Sterling Heights, MI (248) 910-8826 [email protected]

Career Summary • C-level executive client management experience • Top performing territory manager with expertise in business relationship development • Focus in multi state territory business development, expansion, client relations and retention • Top tier executive with multiple president club excellence awards • Extensive financial credit analysis and risk assessment experience • Experience in consultative sales and negotiations. • Expertise in new product launch and implementation adhering to corporate directives

Skills • Strong communication and interpersonal skills; strong leadership capabilities and ability to initiate, formulate and maintain cross- team relationships to create effective synergies. • Experience in the development and implementation of complex marketing materials to drive client acquisitions to expand and maintain long term sustainable business growth • Ability to build extensive relationships and rapport to carry forward sales results • Highly charismatic sales approach focused on relationship development with client base to entrench company solutions and develop long term value • Credit and lending experience in commercial and residential real estate portfolios • Thorough understanding of fixed income securities market • Spanish proficient

Education/ Licenses/ Certifications • University Of Michigan, Ann Arbor - Ross School of Business MBA Class of 2013 • New York Institute of Technology - Graduated Cum Laude Bachelors of Science: Political Science • Active Professional Licenses: o Michigan Real Estate Brokers License o FINRA Series 7 & 63 General Securities Representative License • Villanova University Professional Certificates o Six Sigma Master Black Belt in Financial Services

Work Experience • Secure Realty Investments LLC August 2008 thru Present CEO/ Broker/ Real Estate Investor - Prospect and manage real estate business investments - Meet with potential investors to present business investment strategies to accomplish continued growth of business - Real estate acquisition and property management investment firm with experience in self directed IRA investments, private lien management and creative financing strategies. Experience with residential and commercial construction project management. - Review business contracts, profit and loss analysis, and maintain cash flow targets

• Multi-Bank Securities Inc. October 2010 thru May 2011 Institutional Fixed Income Securities Broker - Develop and manage investor relationships within the institutional markets with an emphasis in fixed income portfolio management - Interact with C-level executives to determine product fit and investment objectives - Knowledge in fixed income investment vehicles pertaining to brokered CDs, government agency bonds, MBS, CDO’s, CMO’s, municipal bonds, and corporate bonds

• CitiGroup March 2008 thru April 2009 Mortgage Banker - Residential mortgage consulting services - Closed and managed $3,000,000 monthly loan portfolio - Ranked top 5% in originations and credit solution sales

• Countrywide Financial Corporation June 2007 thru Nov 2007 Area Manager - Development and maintenance of client base selling complex financial mortgage products across multi state territory - Responsible for risk assessment and strict adherence of underwriting guidelines to maintain loan integrity - Managed a group of sales and operation executives to develop, train and maintain product knowledge to facilitate client acquisitions

• New Century Financial Corporation April 2004 thru May 2007 Area Sales Manager - Multi award winning President’s Club recipient - Account managed 110 client offices throughout TX, OK and NM - Ranked top ten consulting executive nationwide amongst a company of 5000 executives - Developed, maintained and serviced a large client base that produced an $8,000,000 monthly mortgage backed security loan pool - Managed a loan portfolio of $30,000,000 - Formed, trained, monitored and developed a group of top sales executives and operation staff to maintain portfolio integrity while maximizing company profits - Responsible for prospecting, integrating, consulting and troubleshooting clients on the advantages of using the company’s FastQual software suite to streamline loan production and increase profitability

• Ameriquest May 2003 thru March 2004 Account Executive - Presidents Club recipient - Acquisition of new loan portfolio loans while growing and maintaining customer base - Responsible for tracking life cycle of customer loan from initial application process thru funding.

Christopher A. Griffin

(313) 732-1083 10406 Reeck Rd. [email protected] Allen Park, MI 48101 Objective

To use my technical expertise and entrepreneurial aptitude to manage financial investments and private equity. Experience Entrepreneurial Corporate President Griffin Properties & Mgmt Co. Sr. Product Engineer Ford Motor Co.

April 07 – pres. Allen Park, MI 48101 July 2001 – pres. Dearborn, MI • 24 - Suburban Single Family Rental Homes • Designed a capacitive occupant detection system that • 8 – Land Contract Single Family Homes is booked to save Ford $35M annually • 1 – 2-unit Apartment Building (100% occupied) • Designed and released three new occupant detection • 1 – Single User Free Standing Retail Building systems currently in production. • 1 - Multi-Tenant Office Building o A Pressure Based System • Have successfully raised $750K of private capital o A Mechanical Strain Gage System o • Employ a full-time office manager A Rotating Hall Effect Based System • Responsible for the 5 year plan for occupant class technologies on all Ford vehicles that will reduce annual spending by 31% or 44M

President Big Apple Bagels Product Engineer Lear Corporation June 04 – pres. Allen Park, MI Sept. 1997 – July 2001 Dearborn, MI • Oversee operations including a full-time store manager • Design and released the front and rear seat systems in: and 12-15 employees o A 1997 South American Ford Ranger produced • Successfully negotiated the purchase of the in Venezuela and Argentina commercial building in January 2009 o The 1998 Ford Cougar • Stabilized revenue in a struggling economy o The 2002 Ford Explorer • Stationed in Louisville, KY for the 2002 Explorer launch

President Griffin Property Services, Inc. Jan 06 – April 10 Allen Park, MI Other Experience • True Startup Business • Married 15 years to a wonderful woman • During growth, bought out two competitor companies • 4 children ages 11,10, 9 and 7 in 2006 and 2008 • Member Toastmasters International • Turned around company in 2009 from -10% profit in • Member Real Estate Investors Association 1st /2 nd Qtr to +25% profit margin in 3 rd /4 th Qtr after • Member Detroit Athletic Club releasing management and employees • Guest Speaker 4x in 2009 (45-60 min/100+ people) • Sold company for 3x earnings in March 2010 • Regular public speaker at events

Education

MBA – Ross School of Business University of Michigan April 2013 Ann Arbor, MI MS Mechanical Engineering University of Michigan April 2001 Ann Arbor, MI BS Mechanical Engineering University of Michigan April 1997 Dearborn, MI

Name: Aniket Shivaram Joshi Date of Birth: 23rd May 1989 Residential Address : Contact details: [email protected] [email protected] 655 Hidden Valley Club drive, Apartment No. 216, Ann Arbor, MI -48104 Ph No(mobile) : 734-604-8724

EDUCATION DETAILS: GRADUATE STUDIES:  I am currently pursuing my Graduate Studies (M.S.E) in Construction Engineering and Management in University Of Michigan, Civil and Environmental Engineering Department, Ann Arbor. I will be Graduating by the end of December – 2012.

UNDERGRADUATE STUDIES: . University Visveswaraya College of Engineering (U.V.C.E) , Bangalore University, Bangalore , India.(Graduated in July 2011)

ACADEMIC ACHIEVEMENTS:  Aggregate of 74.04 % (first class with distinction) in Bachelor of Engineering (B.E) in Civil (Also stand 9th in the batch of about 120 students) SCHOOL: Examination Institution Year of passing Percentage (10th Grade)AISSE Kendriya 2004 91.4% 2004 (CBSE) Vidyalaya Railway Colony Bangalore, India.

(12th Grade) Kendriya 2006 77.2% AISSCE 2006 Vidyalaya (CBSE) Railway Colony, Bangalore, India.

INTERESTED CIVIL ENGINEERING FIELD:  Construction Engineering and Management.  Field Engineering.  Sustainable Constructions.

COURSE PROJECTS UNDERTAKEN:  Irrigation projects A. New Tank project B. Restoration of tank project  The objective of this project was to design and build a new earthen dam, how to increase gross capacity of a dam, to regain the safety of an earthen dam etc.

 Water supply project  The objective of this project was to carry out water sampling and analysis, population projection, and to design of intakes, treatment plant, distribution system and water management etc.(I Was the Leader of my Group during this project).

 Highway project  The objective of this project was to realign a road stretch, design the road pavement structure etc.

 Trigonometric and triangulation project  The objective of this project was to establish a certain number of points on the earth’s surface whose positions and elevation both relatively and absolutely are determined with outmost accuracy so that they may ultimately serve as geodetic control points .

EXTRA CURRICULAR ACTIVTIES:

 Participated and won various sports and athletics events at school level such as shot put, discus throw, and athletics etc.  Member of Indian Concrete Institute Student Chapter in the year 2008-2009 in college.  Member of the committee for Student-Alumni interaction in U.V.C.E  Participated in various sports events of U.V.C.E college cultural fests.

ABLITIES SKILLS AND STRENGTHS:  Familiar with, Basics of C programming, CAD, AND STAAD.  Prolific reader with sharp intellect and quick grasping power  Analytical skills and Problem solving abilities  Team work, leaderships and communication skills  Ability to confront and overcome challenges. Minghui Huang 2349 Bishop Ave Ann Arbor, MI 48105, USA Email: [email protected] Tel: 734 355 1248

ACADEMIC EXPERIENCE

Sep 2010 – Apr 2012 A. Alfred Taubman College of Architecture and Urban Planning University of Michigan, USA Master of Architecture _ 2012 Graduate Student Instructor _Winter 2011

Sep 1998 – Jul 2003 Department of Architecture, Guangxi University, China Bachelor degree in Architecture GPA: 90.5/100 1st Ranked in grade Guangxi University Excellent Thesis Design Award, 2004 (0.3% students awarded)

PROFESSIONAL EXPERIENCE

May 2011‐ Aug 2011 RTKL Associates Inc. Los Angeles, USA Architectural Intern

Jun 2008‐ Aug 2010 P&T Consultants Pte Ltd, Singapore Design Architect As a design architect, involves in a variety of projects including residential developments, commercial developments, large scale mixed‐use developments, office buildings and responsible for various stages of work from master plan conceptual design, design development, detail design to construction completion.

Aug 2004‐ Jun 2008 P&T Consultants (Shanghai) Ltd, Shanghai, China Architect As a design architect, involved in a variety of projects including residential developments, commercial developments, large scale mixed‐use developments, office buildings and responsible for various stages of work from master plan conceptual design, design development, detail design to construction completion.

AWARDS AND RECONGNITION

2010 –2012 Merited based Scholarship, A. Alfred Taubman College of Architecture and Urban Planning, University of Michigan, USA 2011 Graduate Student Instructor _Winter 2011 A. Alfred Taubman College of Architecture and Urban Planning, University of Michigan, USA 2002 Guangxi University Excellent Thesis Design Award The highest honor granted to undergraduate students for their excellent Graduate Design/ Thesis, 0.3% students are awarded each year in GXU 1998‐2003 Guangxi University Scholarship for 5 consecutive academic years, First prizes and Second prizes. 1998‐2003 “Excellent Student” of Guangxi University 1999 The 20th International Union of Architects (UIA) World Congress in Beijing, China, Student Representative of Guangxi University 1998 Guangxi University Badminton Contest, champion 1998 Sketch Contest for College Art Festival, Second Prize

SKILLS

Language: Native Mandarin, Fluent English. Programming: Photoshop, Illustrator, InDesign, AutoCAD, Rhino, Rhino Membrane, Sketchup, Document: Microsoft Office, PowerPoint