George E. McArdle is a partner at McArdle, Pérez & Franco, P.L., having co-founded the firm in 2002. George earned his law degree from the University of Miami, where he graduated at the top of his class. He works in all areas of governmental approvals, real estate and de novo deal structuring as well as debt and equity financing, specializing in the solution of complex issues. George also represents clients in complex commercial litigation matters, focusing on developing effective legal strategies.
Upon graduation from Georgetown University, School of Foreign Service, George was recruited by the Chase Manhattan Bank and joined its Global Credit Training Program, working in London in the International Department. He was later promoted to Chase Manhattan’s New York Headquarters to reorganize and head the entire Global Credit Training Program. During his time at Chase, George took on further commendable roles, including the lead on loan portfolio analysis for the bank’s subsidiary, Housing Investment Corp. of Florida (HIC-F), and subsequent creation of a “Special Projects Division” for problem and real estate owned loans over $10 million. George also assisted in the analysis of two other bank subsidiaries and opened a mortgage banking operation for Chase.
In addition, George has provided design and construction management consultation for commercial real estate projects. He oversaw a public private partnership project in South Miami, Florida consisting of a 435-space parking garage with 25,000 square feet of retail area.
- Represented a regional company in the negotiation and structuring of a combined sale and lease of assets to an international firm for a present value in excess of $300,000,000.00;
- Represented the successful respondent to an RFP in the structuring of the lease, the approval of the project, the construction of the building, the overcoming of legal challenges and the negotiations of leases with national tenants;
- Represented a group of real estate investors in foreclosure and payment guaranty actions in excess of $100,000,000.00. Settlement resulted in no guaranty liability and payment from lender to guarantors;
- Represented numerous commercial clients in favorable settlements of litigations with lenders;
- Represented investors in the resolution of litigation with a municipality and the sale of a leasehold for in excess of $15,000,000.00; and
- Represented a design professional in an action to foreclose a lien with face value of approximately 1.7 million dollars on a prospective leasehold interest with a municipality, and obtained a settlement equal to the full value of the lien.
Real Estate Partnerships (June, 1980 – Present)
- Managing partner in a series of real estate partnerships which have built, sold and closed over 3,000 homes, including condominium apartments, townhomes, cluster homes, zero lot line homes, patio homes, conventional single-family residences and custom homes. Responsible for site location, site acquisitions, raw land development, installation of infrastructure, obtaining all government zoning, site plan approvals and permits and environmental permits, shelter design, construction, directing marketing/sales programs and retail and wholesale financing and equity programs.
- Established and directed a mortgage operation to facilitate the qualification and closing of home loans for qualified buyers in partnership communities.
- Established a real estate brokerage operation to oversee the sales and marketing of all subdivisions.
Arvida (January 1979 – June 1980) – Project Manager (consulting basis) for Arvida’s then troubled Coco Plum project in Coral Gables. Initially corrected the environmental infractions that had resulted in an injunction from the State of Florida prohibiting any further work. As the project scope expanded, George took the project through the various permitting stages (working with close to twenty local, county, state and federal agencies), oversaw the demucking and filling of the property, completed all offsite and onsite land improvements, implemented a marketing/sales program and a builder program, and developed and sold out the first section of lots.
Chase Manhattan Bank (London, New York and South Florida Offices) (December 1970 – January 1979) – Initially worked for the bank’s Global Credit Training Program and was later promoted to reorganize the program, and develop a training manual, and basic underwriting guidelines. George oversaw the training of approximately 300 Chase Manhattan bankers.
In 1976, George took on additional roles for the bank, acting as a “trouble shooter” for Chase’s mortgage banking subsidiary, Housing Investment Corp. of Florida, taking the lead role in analyzing its loan portfolio and centralizing its problem loans and “real estate owned” loans in excess of $10 million per project into a “Special Projects Division”. George also assisted in the analysis of two other bank subsidiaries.
George was subsequently selected to head up this loan work-out function and completed workouts of the following types: raw land, undeveloped and environmentally sensitive; single family subdivisions and condominium and rental apartment projects, partially and fully completed; golf course/country club communities, partially and fully completed; shopping centers; office buildings; warehouse and “mini-warehouse” (self-storage) projects; and marina developments. He also acted as a “stand-in” developer ensuring the expeditious completion and/or sale of 15 projects. During this time, George obtained extensive experience with regulatory agencies, architects, engineers, environmental experts, designers, and marketing research professionals in the design and /or redesign and permitting of residential and commercial sites, single family residences, condominiums, apartment projects and commercial projects.
In that same year, George opened a Jacksonville mortgage banking operation for Chase. It functioned as a mortgage brokerage operation wherein local home builders were provided construction loans sufficient to acquire developed lots and construct homes. Loans were automatically convertible into “end-loans” for qualified buyers, who in turn absorbed most of the financing costs. The net result was almost a “doubling” of marketplace penetration for Chase Manhattan.