I work shoulder-to-shoulder with clinicians, therapists, and administrators at centers and in homes in San Antonio and across Texas to provide access to Applied Behavior Analysis therapy to children on the autism spectrum. Our team delivers therapy to more than 800 patients in centers across San Antonio, the IH-35 corridor between San Antonio and Austin, and in Greater Texas cities including Corpus Christi, El Paso, Lubbock, and Beaumont, with more on the horizon. If you are a BCBA looking for small caseloads, continuing education, and support from some of the top clinicians in ABA, we want to talk to you about a career at ABC. Want to build and lead teams of hard working, compassionate professionals? We want to talk to you!

Action Behavior Centers delivers ABA therapy to children with autism ages 18 months through 12 years. I work shoulder-to-shoulder with operations and clinical leaders, clinicians, therapists, and specialists who are driven by helping children reach their full potential and letting clinicians be clinicians--focused on patient outcomes, not administration. Team San Antonio delivers services at clinics and patient homes between San Antonio and Buda, TX. We're growing to help kiddos wherever they are, because they deserve every opportunity. As San Antonio's VP/Market Leader, my job is to deliver the resources our team needs to help children succeed, to help families get the services they need as quickly as possible, to create opportunities for emerging leaders, and to ensure the team is having fun along the way. The work we do is research-based, data driven, and built on a foundation of compassion. If you are interested in doing work that is hard and personally and professionally rewarding, please reach out!

I work alongside a dynamic team of operational and clinical leaders to coordinate access to care and quality of care for children on the autism spectrum in a growing multi-clinic region that delivers ABA therapy from San Antonio to Buda, Texas. Actively seeking professionals who want to serve children and families. We put our teammates first and our patients benefit. My colleagues change lives.

As the Regional Director of Operations for South Texas, I direct the efforts of ABA Therapy centers in San Antonio, Texas and surrounding cities. Our regional footprint is growing. We will double our capacity to serve families in 2020, and double it again in 2021. My primary role is to lead and develop a team of accomplished and caring Clinic Operations Managers at centers across the region. I guide their efforts to onboard and care for patients and the clinical teams that support our patients' growth and development. We connect with parents of children with Autism, provide outpatient and in-home therapy, and do whatever it takes to support the efforts of clinicians who will run through walls for these amazing kiddos. The role requires an ability to lead seasoned professionals, manage budgets, and maximize access to care for families in need. It also focuses on teammate care--creating opportunities for advancement, supporting hard work, and ensuring the environment is fun and focused.

Action Behavior Centers is a growing company with clinics in Texas, Arizona, and Colorado. We specialize in Applied Behavior Analysis (ABA) for kiddos between the ages of 18 months and 10 years old who have been diagnosed with Autism Spectrum Disorder (ASD). As the Clinic Operations Manager, I led a team that includes a Clinic Director, five talented and committed Board Certified Behavior Analysts, 40+ compassionate and driven Registered Behavior Therapists and Behavior Technicians, and a top-notch Clinic Admissions Associate. My job was to grow the team and sustain an environment that was fun and focused so our clinicians could do their very best work and help 30+ talented and unique kiddos reach their full potential. The Operations Manager interacts with a number of amazing professionals, including psychologists, physician liaisons, hiring specialists, facilities managers, human resources experts, trainers, and business analysts. A highlight of the job is interacting with parents who want the very best for their kiddos and have put their trust in our team to help develop their child's communication, social, and behavioral capacities. These kiddos are smart, ebullient, and full of potential. Our job is to help them maximize that potential in a manner that will manifest itself in their ability to think independently and socialize confidently. I couldn't be happier to work for a company that is making a meaningful difference throughout the southwest for kiddos who deserve every opportunity to excel.

Reporting to the CEO, oversaw a division with two directors, four managers, 12 supervisors/coordinators, 35 individual contributors, and approximately 25 regular contract employees in admissions, membership, special events, facility rental, retail, food & beverage, security, facilities, physical plant, and custodial disciplines. The division generated more than $8 million in sales during my tenure, welcoming more than 800,000 guests and maintaining relationships with 24,000 members. Our team focused on sustaining an environment that is safe, hygienic, and welcoming—free of distraction, so guests can focus on the quality of their experience. During my tenure, we enhanced accessibility for families who receive WIC and SNAP benefits—a program that benefited more than 20,000 guests in its first full year. We upgraded security measures on the campus, established relationships with first responders, implemented active shooter and stop-the-bleed training, and invited security experts to audit our plans. We invested in technology and staff to enhance the member experience and improve event booking. We moved disruptive maintenance projects to off-hours to protect the quality of the guest experience. The team created pathways for internal career advancement by cross-training front-line staff in sales, service, troubleshooting, and interpretation functions—a move that ultimately benefited guests and improved operational efficiency. After planting those initiatives and passing them to my team for execution, I focused personally on strategic threats and opportunities including adjacent city and utilities construction projects, campus master planning, and experience design.

Reporting to the Executive Director, oversaw the museum’s $3.1M operating budget and directed day-to-day operations, serving more than 120,000 guests, students, and researchers annually. -Coordinated the organization’s strategic planning efforts. -Oversaw planning, administration, marketing, and public affairs efforts. -Developed and monitored budgets. -Engaged in donor relations activities and gift stewardship oversight. -Actively promoted the organization’s efforts to key stakeholders including University administration, elected officials, media, donor prospects, and the public at-large. -Used project management skills to protect the university’s interests on major initiatives including property redevelopment, Hemisfair, and Henry B. Gonzalez Convention Center expansion. -Served as the museum’s liaison to the City of San Antonio. -Built strong relationships with staff and executives at all levels within the university structure. Served as the point-person to multiple UTSA departments for contracts and services to the Institute of Texan Cultures including facility operations, security, information technology, housekeeping, risk management, emergency planning, and legal affairs.

Provided leadership and overall managerial direction in day-to-day operations. Oversaw administration, finance, information technology, visitor services, membership, marketing, and public affairs functions. -Worked shoulder-to-shoulder with leaders throughout the organization to establish organizational policies and priorities. -Drafted correspondence for the executive director and vice president on a variety of issues for which I served as the subject matter expert.-Served as a liaison to UTSA Human Resources, providing oversight of all aspects of organizational staffing and HR actions. Set appropriate goals, accountabilities and development objectives.-Planned and hosted monthly staff meetings to introduce new initiatives and coordinate interaction between departments. Prepared PowerPoint presentations in support of these meetings.-Planned and executed meetings of the museum’s advisory council, working closely with the Office of the Vice President of Community Services.

Led a team of marketing and public affairs professionals to develop and execute marketing and advertising campaigns for the UTSA Institute of Texan Cultures. -Served as the point-person for sales consultants and directed all media buys. -Led effort to integrate the organization’s brand into individual programs and special events. -Enhanced the university’s visibility and public image by positioning the museum as a community resource. -Influenced thinking of executive peers in development and delivery of institutional messages.-Wrote executive correspondence.

Developed and implemented marketing plan for Radio Disney’s 2003 introduction to the San Antonio market. -Formulated marketing, promotion and event strategies. -Exercised care in managing the Disney brand in all scenarios. -Crafted and distributed press releases promoting Disney events. -Used editing software to develop content for broadcast, including local commercials and a weekly public affairs show.-Negotiated sponsorship agreements. -Developed and nurtured relationships that allowed our team to maximize Disney brand exposure. -Built relationships with special event venues, promoters and media outlets. -Hired, developed and directed 10-person promotions and marketing team.

Managed the SACVB Visitor Information Center adjacent to The Alamo. Our team served more than 200,000 residents and tourists annually. -Led team of full-time and part-time professionals in call center and face-to-face settings.-Developed positive relationships with city colleagues in Culture and Creative Development, Downtown Operations, Convention and Sports Facilities, Aviation, and Parks & Recreation. -Developed similarly positive relationships with industry colleagues through the San Antonio Area Tourism Council, Alamo Area Hospitality Association, TXDoT, and the Texas Travel Industry Association.-Contributed to local, regional, and statewide collaborations with industry partners to promote San Antonio tourism initiatives.

Supervised more than 100 union and non-union professionals in guest relations, ticket sales, retail, parking, kennel, and custodial roles.-Managed in a high-volume, highly collaborative environment that served more than 35,000 guests daily. -Responded to and managed emergency situations. Selected for duty manager training to oversee entire Epcot operation during assigned shifts. -Spent six months participating in millennium preparations. Worked with various Disney departments to coordinate placement of light stands, gas-powered generators, and additional staff in the event systems shut down on January 1, 2000.-Monitored cash handling operations.-Interacted with guests and staff from around the world.-Contributed to the successful launch of Epcot’s Millennium celebration.

Recruited for short-term assignment to develop and implement ingress and egress plans in support of parking and entrance operations as a member of the Disney’s California Adventure opening team. -Selected for the assignment after gaining the attention of WDW operations leadership when I planned and implemented a risk management plan to address injuries in WDW parking lots.-Supervised team of 20 cast members comprised of Disneyland and Walt Disney World Resort staff.-Led the assessment of operational needs and developed plan to address those needs.-Contributed to the successful opening of Disneyland’s second theme park.

Led training and development effort for Epcot Guest Relations cast members in face-to-face, video conference, and call center environments. -Oversaw hiring, orientation, training, and staff development for team of 100 cast members. -Responsible for maintaining and disseminating a massive portfolio of information about Walt Disney World Resort theme parks, hotels, restaurants, products, and services.-Wrote and maintained standard operating guidelines.-Led a team of trainers who ensured the company’s high standards for service delivery were met and exceeded.-Taught Disney’s approach to guest service, decision making, and continuous improvement in orientation classes to hundreds of domestic and international staff.-Selected for the company’s highly competitive Crossroads to Leadership development program.

Selected for the elite team of Guest Relations cast members who coordinated and hosted the visits of celebrities and assorted VIPs who visited WDW or were fulfilling entertainment contracts with the Walt Disney Company. -Coordinated the schedules, logistics, and appearances of celebrities and corporate business partners at press events, film productions, sporting events, live broadcasts across WDW property.-Contributed to the openings of Disney’s Wide World of Sports and Downtown Disney’s West Side in 1997.-Hosted The Walt Disney Company’s board of directors at the opening of Disney’s Animal Kingdom in 1998.

Selected for short-term assignment to coordinate portfolio of Disney community relations projects. -Coordinated Disney’s 1999 Dreamers and Doers program recognizing outstanding students for unique contributions to society.-Coordinated award of multiple college scholarships to first generation college students.-Responded to requests for corporate support ranging from corporate donations to use of one of the company’s private jets to transport an organ donor recipient.

Resolved conflict and provided immediate service recovery to guests with a variety of needs and expectations.-Received training that I have used throughout my career, including cultural sensitivity, services for guests with disabilities, conflict resolution, and world customs.-Professionally addressed hundreds of concerns and complaints during shifts in call center and face-to- face environments.-Utilized complex CRM system to track guest issues-Interacted with guests using videoconferencing technology that was not widely available in the United States.

Hired into WDW College Program and assigned to Tomorrowland attractions. -Utilized Disney’s world-renowned approach to guest service to exceed the expectations of guests from around the world.-Trained to operate complex, high-capacity attractions including The Tomorrowland Speedway, Space Mountain, and the now defunct Skyway.-Empowered to identify and address potential threats to guest safety.