Tony is a Member in Stoll Keenon Ogden's Louisville office. He is a member of the Real Estate and Mineral & Environmental Law practices.
Tony's practice focuses on commercial real estate law including real property acquisitions, leasing, planning and zoning consultation and title examinations and insurance. He also has litigation experience and has represented clients in jury trials and courts in both state and federal courts in Kentucky.
Tony is a member of the Louisville, Kentucky and American Bar associations. He has served as the chairman and the vice chair of the Real Estate Section of the Louisville Bar Association and on the Continuing Legal Education Committee. Active within the community, he is a member of Future Fund Inc. and the St. Xavier High School Alumni Association. Married with two children, Tony is an assistant girls varsity basketball coach at Presentation Academy.
Represented five hotel property owners in the simultaneous sale of hotel assets and real estate in multiple states. As counsel to the hotel property, SKO negotiated and documented complex sales documents, served as title agent for certain hotel properties, closed two separate defeasance transactions prior to the closing of the asset sale, and ensured a smooth transition of the management of assets from the former owners to the purchasing entities.
SKO obtained a zone change and all related approvals for a new Mixed-Use Development and distillery on Whiskey Row in Downtown Louisville.
Stoll Keenon Ogden represented a major healthcare services entity, its affiliated upstream and sister companies, its owners and its founding management team in comprehensive reorganization, refinancing and acquisition transactions totaling more than $300 million. The matters resulted in the closing of a senior secured term loan and revolving credit facilities secured by owned senior care facilities in four states with a 9-member syndicate of commercial banks; the requisition of waivers, consents and estoppels from various property lessors on leased senior care facilities in four states; restructuring of upstream holding companies and combination of two upstream ownership groups and boards of managers; the creation of a management company; the introduction of healthcare facility management agreements; the migration of payroll and benefits for more than 7,000 employees; the related restructuring of multiple lease and debt financing and supplier relationships; the creation and reorganization of multiple SPE organizations accompanied by extensive non-consolidation analysis and issuance of a substantive non-consolidation opinion to the lending syndicate; the exercise of purchase option and acquisition of multiple senior care facilities; the contribution of additional equity capital from the client’s majority owners; and the amendment and restructuring of multiple Master Lease and inter-creditor agreements.