Overseeing twelve professionals who provide therapy and support to children in a two state, six county area. To assure the day to day operations are running efficiently. Specifically:- Redevelopment of back office, processes and responsibilities. Implementation of software processes for billing, insurance processing, credentialing, receivables and reporting activities while improving cash flow by 43%.- Redesign referral process, scheduling and authorization processes while maintaining oversight, achieving a less than .05% open schedule and prompt accurate tracking of all referrals. - Reviewing and managing all vendor relations: contracts, performance and purchasing for the organization. - Responsible for accounting functions: annual audit, 990’s, financials, budgets, P&L, 5500 audit, 401k audit and banking. - Research, prepare, submit and provide required data on government funding like PPP loans, Cares and HRSA grants and employee tax credits. - Providing Human Resource support including: recruiting, staffing, compliance, employee relations, employee handbook, payroll and dismissal. - Assuring the information technology infrastructure and cloud based programs are performing daily, maintained and managed. Additionally maintaining equipment, phone system, thermal scanning, electro stimulation equipment, check in and new patient kiosks. - Responsible for all aspects of a 24,000 sq ft building through facility management process and procedure, including tenant leases, building automation, security, cameras, upkeep, equipment repair, lawn care and snow removal. - Assist with fundraising, marketing, and managing our largest fundraiser annually.Key Projects:Co Director Chuck Long Charity Auction nine consecutive record years 2016-24IBEW/NECA lighting conversion project. Conversion of campus to entire cloud based program with disaster recovery site. Set-up, staffed and maintains satellite location in Iowa.

Provide onsite photography of events, modeling and commercial photography.

Manage three direct reports and oversee three call centers with 64 team members in multiple departments. Create and implement policies and procedures. Handle opportunities that arise, maintain team motivation, and assure customer satisfaction. Supervise vendor relations, purchasing and licensing departments. Responsible for receivables, inventory, 290 vehicles and facility management of 14 locations in the Midwest.● Call Center Oversight:Monitoring Center had 43 team members providing monitoring to 40,000 customer alarm systems in a 911 call center environment and supporting 1,900 security officers. Monitoring Center would process over 20 million signals in a year, communicating with and assisting over 3,100 customers each day.Customer Care department had 11 people supporting 40,000 customers through data updates, customer support, contractual concerns, retention services and collection efforts. Customer Care handled over 96,000 calls with customers annually with a retention rate of over 94%.Data Entry department had 10 team members who reviewed contractual agreements, handled recurring revenue, and reviewed customers’ information with Sales staff. Annually Data Entry Center input jobs and billings.● Implemented six automated processes and developed procedures at over 300 locations to modernize Security Officer Operations for 1,900 team members including electronic time keeping, safety checks, inventory, absence tracking, compliance tracking and biometric time keeping. The results allowed quicker payroll adjustments, reduction in overtime, and the ability to assure officers were on site and safe each shift.

Manage two direct reports and oversee three call centers with 52 team members in multiple departments. Supervise vendor relations and purchasing. Responsible for receivables, inventory, a fleet of 186 vehicles and facility management of 11 locations in the Midwest.● Reengineered two of the four operating divisions to improve overall performance. The process required reducing costs, increasing efficiencies, software usage and utilization of support staff. As a result increased bottom-line performance for each division.● Implemented a paperless initiative, which reduced annual spend in postage/paper/supplies/labor.● Razed, designed and rebuilt a $1.2 million building post flood in Cedar Rapids Iowa.● Earned Grand Champion Security Network of America National Award in 2010 forreengineering two operating units to increase bottom-line performance.

Manage two direct reports and the Customer Care team of eight team members. Create and implement functionality of newly started Customer Care Department. Supervise vendor relations and purchasing departments. Responsible for receivables, inventory and 168 vehicles.● Developed a customer satisfaction program that followed up on new installs and sold newservices. Landed new contractual agreements each year in recurring revenue.● Functioned as inventory chairman and negotiator for Security Network of America (Nowcalled NetOne), which represents 40 other security companies across the US. Worked with Fortune 500 companies to guarantee lowest prices and best products with industry vendors.● Developed a shipping program to eliminate vendor shipping costs by utilizing Per Mar’s UPS shipper number while reducing costs with UPS by 50% over 18 months. ● Earned Grand Champion Security Network of America National Award in 2007 for working with industry vendors to reduce overall costs that benefited all SNA members.

Manage three direct reports. Responsible for receivables, inventory and 109 vehicles.● Created processes to reduce outstanding accounts receivable over a 20 year period from38% over 60 days; 6% over 60 days; to currently 5.48% over 60 days. ● Created and implemented company-wide purchasing policies and procedures to assure costsavings via reduction of vendors, negotiation of contractual agreements, consistentpayment terms, and maximizing overall spend with fewer products.● Established an inventory control program for inventory. Reduced inventory through transfers and controlled spending as the division doubled in size while not impacting customer needs.● Achieved Per Mar Security’s President’s Award in 2005 for developing the Customer Care department, which allowed sales staff to focus on growth opportunities.● Achieved Per Mar Security’s President’s Award in 2003 for reducing accounts receivable to 6% over 60 days down from 38%.

Manage one direct report. Responsible for receivables.● Created a Fleet Management Program that grew from 90 vehicles to over 290. Positionedthe company to obtain manufacturer incentive programs and under invoice programs.● Implemented fuel, maintenance, signage, glass repair, and aftermarket and accidentprograms to reduce overall fleet spend by 25%.● Created a centralized inventory position to place orders and assist with inventoryopportunities in the field.

Responsible to make sure MN jobs were completed, reviewed, packaged, metered and set for UPS shipping. Also required to order supplies and stock supplies.

Positions heldPhotography Operation for President Riverboat Casino: Duties included employee deployment, photo finishing, photography, crowd control, special event work.Photo Lab technician: Duties included processing of film, machine maintenance, assisting customers, retail sales.Collections Manager: Duties included collection calls for unreturned videos and VCRs, door to door collections to recover videos and VCRs, prosecution of stolen video and tapes and bad checks.Event Photography Manager: Spin off of Riverboat operation: Duties was to create and build a business, set design, photography, processing and retail sales.Video Store Manger in off season: Duties included retail sales.

Handled day to day operations within the store including:Retail sales, Technical support, Camera repairs, Film processing, Photographic consulting, Darkroom, Camera and Studio training.