In his new role, Mobley will continue to manage the Chicagooffices in addition to overseeing Detroit and Cleveland offices,and the company's 16 affiliated Midwestern offices. "We'refortunate we have the number of offices in the Midwest where we'reat the top of the marketplace," he says. "It's a challenging timefor all of us in the market, but we're pretty well diversifiedacross the Midwest."

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One of the company's goals in its realignment is to increase theconnection between its various service lines and markets. "I wantto make sure we are fully servicing our clients with all theservices Grubb & Ellis has available, and we want to do morecross-selling across departments and regional borders," Mobleysays. "If we have a client in Chicago who has an office inCleveland, we want to make sure that client knows about ourCleveland capabilities. If we're doing leasing for a client, wewant to make sure they know about our management services."

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Mobley says the Midwest is a territory he believes is betterpositioned than some other markets given the struggling economy."We don't see some of the highs and lows that you might see on thecoasts," Mobley says. "But of course these are challenging timesfor the economy as a whole, and we're no different or special inthat regard. In Chicago, we've held up better than most because ofsome of the recruiting we've done." In his three years at thecompany, Mobley has recruited 40 brokers.

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The company is now in a unique position to make the best out ofthe hand the economy and market has dealt, Mobley says. "It is avery challenging set of market conditions right now, but for acompany like Grubb & Ellis, it's a good opportunity to gainmarket share," he says. "When things are tumultuous, there's anopportunity to make some bold moves, which we want to do. We'relooking to recruit and pick up talent and grow in all our businesslines. We are definitely open for business and we look at this asthe time to make our move."

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While he is intimately familiar with the Chicago offices andmarket, Mobley says he will be spending the next several monthsfamiliarizing himself with those of other Midwestern areas. "One ofthe challenges I always face is not to do too much too soon,"Mobley says. "What works in Chicago might not work in all cities,so I'm going to spend a lot of time listening in the next 90 daysto evaluate what the opportunities are for us to work together on amore coordinated basis in the Midwest. I'll be spending timeworking with the leaders of the other markets to come up withcreative solutions for the economy's problems."

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