Owner and President of the North Omaha Airport.

Responsible for the Customer Engagement Centers global Business Analytics Center of Excellence supporting 8,000+ leaders, managers, and associates across 22 global locations and for 7,500 hotels.Lead, (re)design, build, and execute the global analytics strategy across 4 key functions and managing the growing team of 35 associates. Data Services: Maintain the centralized data warehouse, data strategy and master data management. Ingests, transforms, and optimize data from over 40 different source systems.Reporting Services: Deliver self-service reporting to all stakeholders in an internally developed reporting portal. Over 200 interactive reports, averaging 35k global views per day.Emerging Analytics: Research and development using advanced machine learning to root cause customer issues within customer contacts to deliver customer improvement opportunities to the M.com, global hotel operations, and loyalty corporate teams.Operations Analytics: Analyze engagement center operations to provide opportunities to improve service, quality, and revenue while lowering organizational costs.

Responsible for developing and implementing an integrated, on-going state of the art customer engagement center continuous improvement program from scratch. Own and manage the continuous improvement project charter and identify ways to extract cost savings and add value to the business managing across a broad set of stakeholders across 14 centers globally in an organization of 4000+ associates. Responsible for overseeing project management teams of both internal and external team members while prioritizing and tracking multiple initiatives that will find operational efficiencies within an identified opportunity over $40M across the contact centers globally. Ensure the necessary program planning and infrastructure capabilities are in place to support the continuous improvement initiatives to self-fund ongoing improvements. Work in coordination with several large technology deployments to ensure that operational efficiencies are identified, prioritized and tracked within these deployments. Leverage program planning tools & existing infrastructure to drive ROI in a diversified continuous improvement initiative portfolio while arming the organization with a new continuous improvement tool kitRepresented Finance as the lead for the customer contact center integration (with Starwood Hotels) with responsibilities of the overall business case, organizational design financial measurement, and staffing and forecasting recommendations for achieving savings.Implemented financial reporting for all senior leaders to clearly measure progress toward financial goals.

Led a team to develop better technology solutions for customer touch points for voice, email, chat, and other channels to improve the customer experience and drive customers to the lowest effort channel.Key member of Marriott’s Customer Advocacy Council to identify customer pain points and work with various senior leaders within IT, operations, digital, and property to fix the underlying problems.Results included over $1M a year in responsible budget savings and enablement of over $2M in incremental annual revenue.

Provided, reviewed, and deployed consistent, actionable, and innovative analysis to sales leadership for Marriott’s Northeast and Florida Group Sales Offices.Developed a new metric called “lead sourcing” to better understand customer needs. This reporting improved hotel knowledge of sales leads and increases awareness of operational efficiency within the sales organization.Designed and created the new Sales Office scorecard allowing stakeholders at various levels to understand group Sales Office performance.

Built reporting tools to evaluate Group Sales across Marriott's sales organization. Forecasted leads to project out sales office staffing.