Brian E. Teeters, Ph.D.

Brian E. Teeters, Ph.D.

Title: Associate Lecturer
Department: Department of Marketing


  • Ph.D., Organizational Leadership, Indiana Wesleyan University,2010
  • M.S.,  Management, Oakland City University
  • B.S., Business Administration and Marketing, Kent State University


Professional & Academic Experience:

  • Brycin Solutions, Indianapolis, Indiana, 2007 – Present, Organizational Development Consulting

    Contracted by owners to stabilize 3,221 unit significantly distressed 60-year old asset located in San Francisco, California. Property lacked leadership and understanding of a large, mixed use asset including student housing for an extended period of time, experiencing owner-management company challenges.

    • Identified and strategically improved sales shortfalls and weak staff resulting in leasing velocity growth to its highest numbers since acquisition 2005 (net leasing velocity averaging 44 per week). 
    • Raised occupancy rate from 84% to 95% in six months.
    • Focused on basic but missing fundamentals of ready units, pricing, marketing, identification and removal of weak associates, rebuilding and creating a team-based culture.
    • Communicated, motivated and led 40+ team members through exceptionally challenging circumstances while missing four key department heads (placement and direction of key department heads: Controller, Director of Facilities and Sales & Marketing Director).
    • Prepared and analyzed financial reports, monthly variance reporting, and budget spending, reducing labor and supply expenses by15%.
    • Invigorated owner’s vision and mission by connecting employees understanding, behaviors and compensation to these objectives.
    • Initiated, expanded and customized Yardi dashboards allowing critical, strategic decision making in a timely manner.
    • Implemented new processes for the student housing market in leasing, terms, move-in, and maintenance; improving NOI by 8% and transitions of this large population.
    • Expanded role of Resident services team to personally initiate interactions with residents and participate in community events. Established measurement process for customer satisfaction.
  •  Leadership Development, Training and Coaching

    • Industry Economic and workforce development representative.
    • Associate Professor in the Engineering and Technology Department at Indiana University Purdue University Indianapolis (IUPUI).
    • Consult with national multi-family, property management, homebuilding, investment and capital management firms on organizational and people challenges.
    • Industry speaker and trainer at regional and national conventions.
  • Brycin Communities LLC, Indianapolis, Indiana,1999 – 2007, Managing Partner

    Multi-family development and property management within senior housing communities. Senior operating executive with full strategic planning and P&L management responsibility for this land development, multi-family property management company. Maintain complete autonomous decision-making authority within the areas of leasing, sales, marketing, construction, finance, human resources, technology, information technology, and administrative affairs.

    • Hired and trained executive directors for each community within region.
    • Designed multi-family product that was adopted by national healthcare company.
    • Expanded business model and operations to other cities of central Indiana.
    • Improved overall productivity 8% and created lowest cost operating platform within the industry by utilizing select vendor partners and promoting a learning organization.
    • Delivered unprecedented results by closing first units in 85 days with 23% Gross Profit and 10% Net Profit.
  • Crescent Homes LLC, Indianapolis, Indiana,1996 – 1999, Managing Partner, Board Member

    Entry-level production Homebuilding Company. Developed people and organization from inception through start-up.

    • Developed a culture consistent with high performance organization standards.
    • Designed single family detached and attached products. Multi-family product was region’s first to combine slab, tri-level and two-story plans.
    • Created product specifications and costing system by phase for entire product offering.
    • Sold 57 homes, closed 37 homes in first 12 months. First customer closed within 5 months of company inception.
    • Established standardized project management methodologies to insure exceptional and consistent standards of delivery to customers.
  • Melody Homes, Whiteland, Indiana,1994 – 1996, President, Member Board of Directors

    Entry-level production Homebuilding Company building 650 units annually.

    • Doubled profits from 1994 to 1995 and reduced operating expenses by 22%.
    • Overcame previous management’s failures and identified and eliminated unproductive areas in administration, sales, and production.
    • Provided leadership and calming influence for employees, vendor partners, municipalities and customers as the organization worked through cash flow challenges.
    • Encouraged and coached entrepreneurial owner and his wife to “let go” of operations and focus on strategic thinking and planning for their company.
    • Forged alliances and deepened relationships among homebuilding operations, component plant and mortgage company divisions.
  • Weyerhauser, Seattle, Washington, 1993 – 1994, Vice President of Homebuilding

    Hired by the president of Weyerhaeuser Real Estate Company (WRECO), parent of Quadrant Corporation, a 40-year old commercial and residential developer/builder in the Pacific Northwest. My purpose was to bring the homebuilding operation up to the level of the other WRECO Homebuilding companies within the United States.

    • Launched an aggressive re-engineering of existing operations and guided Quadrant to a position of leading financial performance among all WRECO homebuilding divisions and first among comparable peer groups as measured in terms of sales growth, operating income, ROI, cash flow, and internal growth.
    • Brought vision, sense of urgency, and viability to this 40-year old sleeping giant. Today the company is the market share leader in the Puget Sound Region building more than 900 homes annually.
    • Upgraded present and future organizational capability by recruiting and developing talented managers to fill key leadership positions within the operations functions.
    • Created environment and culture that is participative and team-oriented allowing double the productivity. Monthly team “action” meetings facilitated effective change and strengthened relationships.
    • Successfully developed and built first multi-family community contributing to a 45% ROI.
    • Reorganized operations management and initiated a results-focused team effort that drove a 100% productivity and profit gain within the first year.
    • Reestablished strained relationships within the Weyerhaeuser Real Estate Companies by earning their respect and trust.

Core Competencies: 

  • Leadership development and training
  • Affecting positive organizational change
  • Business process and strategy development 
  • Joint ventures and strategic partnerships
  • Forecasting, budgeting and cost controls
  • Quality and productivity improvement
  • Pricing strategies and product introduction
  • Strategic and operational planning
  • Acquisition negotiation and assimilation
  • Market analysis, penetration and expansion