As a Development Officer at the Cincinnati Center City Development Corporation (3CDC) I managed a wide variety of projects through all phases encompassing underwriting, design, bidding, contract negotiation, closing, construction, lease-up, and closeout. I have experience utilizing a variety of public and private funding sources, including historic tax credits, new market tax credits, private lending, local government grants and financing, in-house revolving funds, and philanthropy. The project types that I have managed include right-of-way/public space, affordable housing, market rate housing, historic preservation, commercial fit-outs, and large-scale demolition. I have directly managed over $70 million in development in Cincinnati’s urban core. 

I am very much a project conductor. I regularly work with lenders, local and state government agencies, philanthropies, architects, engineers, contractors, and commercial tenants to drive projects through the development process. My professional background allows me to work fluidly with project partners and effectively communicate complex information from varying domains between project professionals. Having a relatively high level of knowledge of building design, construction process, and project finance helps me foster solutions that are holistic and cross-disciplinary. I maintain a good and close relationship with all project partners (GC’s, tenants, B&I & utility officials, architect, etc). 

In the years of managing these project teams, I have developed a management style that is hands-on. I balance out my meticulousness with a strong belief in open communication, trust and understanding, and willingness to help colleagues. Development projects rely as much on the domain experts as they do the connective tissue that a developer/owner provides. Effective management in this role is unique in that it requires as much in depth knowledge across a variety of domains (engineering, architecture, construction, finance, etc) as it does strong interpersonal skills because people are at the heart of the process. In managing a team, it is necessary to be able to “speak the language” of all of these field experts and then translate that complex information across domains. I am able to manage a people-centric process while maintaining a sightline on the detailed technical aspects of development.   

Sincerely,

Scott Betz, RA, AICP