Congregation Beth Or is a vibrant, leading-edge Reform Jewish congregation of over 1000 member families in suburban Philadelphia. Set on sixteen beautiful acres, the synagogue serves as the spiritual and educational hub for our Jewish community. We offer many ways to worship, learn, rejoice, celebrate and to deepen Jewish identity and commitment.The executive director provides strategic leadership, guides the Congregation toward its goals and takes responsibility for overall management and day-to-day operations of the synagogue. The Executive Director reports directly to the Board of Trustees and is responsible for implementing and carrying out the policies and programs as well as the mission and vision set by the Trustees. Partnering with the Senior Rabbi, the executive director works collaboratively with the clergy, professional staff and laity. Key responsibilities include:• Visioning, creation and implementation of policies, programs and procedures • Oversight of all financial operations of the synagogue; including Development, Budget and Investments• Protection of all assets, real and intangible, of the congregation• Supervision of all staff• Team leadership and assistance for staff members and lay leaders to achieve their goals

Executive consulting practice specializing in strategy, business development, and customer care.• Defined product concepts for two new service offerings (mobile platform and disease management) for $300M innovative specialty healthcare communications, publishing, and medical education company.• Developed business turnaround strategy for $10M boutique advertising company.• Working with founder to develop business model, develop business plan, obtain funding, implement and direct start up strategy for geriatric care management and home care business.

Recruited to oversee US Commercial Operations and rapidly promoted to SVP with charter to develop and direct Global Commercial Operations (including Marketing Communications, Multi-Channel Marketing, Training, and Market Research) and establish new customer-centric functions such as Customer Experience and Knowledge Management. • Led Global Commercial Operations Merger Integration Team that identified $200M savings opportunity, defined new operating model for global marketing and sales support, identified / developed plans to obtain 17% reduction in operating costs, planned for seamless Day 1 operations, and designed marketing support organization for new merged company.• Reallocated $10-20M per year to innovative capability development by continuing to reexamine spend, merge organizations, and redesign business processes in organizations of 420-600 people with budget of $110-$160M.• Continually introduced innovation and served as transformation leader by developing concepts, gaining management approval, and leading teams that created industry-leading global customer engagement strategy and capability development roadmap, knowledge management, and future-oriented approach to Thought Leader management.• Improved customer satisfaction and enabled significant cost reduction by developing and implementing new ground-breaking commercial model for pharmaceutical industry while serving as part of US Leadership Team.• Retained management responsibility for Telerx and continued to serve as Chairperson of Telerx Board of Directors.

Recruited by Merck to lead newly-acquired call center company serving pharmaceutical industry. Successfully negotiated arms-length operational model that supported substantial external revenue growth and enabled Merck to realize full value of outsourcing. Exceeded targeted ROI through full P&L accountability and astute business management.• Grew company from $10M breakeven venture to $100M business with industry-leading profitability. Increased industry ranking from 45th to 15th, based on revenue.• Attracted and maintained client base of leading Fortune 500 companies by developing comprehensive product offering and delivering industry-leading customer care as measured by independent third party research.• Successfully obtained funding, completed site selection, and secured business to build and fill six call centers. Effectively managed 1900 employees while keeping attrition at industry-leading levels and efficiently managing costs.• Reduced Merck’s annual operating costs by $12M while improving external customer satisfaction by increasing the use of outsourcing, seamlessly transitioning and redesigning most call center and customer facing processes.

Member of Vistage International, an international organization of 14,500 members, and recognized as the world’s foremost chief executive leadership organization. Vistage’s Executive Leadership Program provides unparalleled access to new ideas and fresh thinking through monthly peer workshops, one-on-one business coaching, speaker presentations from hundreds of top industry experts, social networking and an extensive online content library of articles, best practices, podcasts and webinars. Executive Leadership Programs provide an advisory board of CEO peers who offer support as you tackle important business issues.

Selected to lead expanded acquisitions and alliances initiative. Coordinated corporate strategy development; developed and implemented acquisition strategy and plan; and served as member of Corporate Executive Board.• Developed first acquisition strategy for company by identifying ten strategic opportunities aligned with corporate strategy and growth objectives, researching companies in each market, and gaining management approval.• Led due diligence teams for two acquisition/alliance targets, negotiated deals with both, and closed one.

Directed activities for all division operation functions including Data Acquisition, Database Management, and Coding functions representing 150-person organization with operating budget of $10M. • Reduced direct costs by 30% while supporting 47% increase in workload by leading reengineering projects for major business processes for three functions.• Provided strategic direction for company by participating as member of 11-person Corporate Executive Board.

Directed strategic planning, market program development, new product development, and profit / loss management for portfolio of 15 products, generating $20M of annual revenue. Served as member of 10-person Division Management Board.• Positioned company for growth by leading seven member team that directed reengineering of company to become more customer focused. Established marketing function and redesigned product management and customer facing organizations, earning Customer Focus Award for this effort.

Promoted to Director, the youngest in company history, managing new product development, profit / loss management, and monthly production for three multi-million business units.• Increased product line sales by 20% per year for six consecutive years. Effectively defended products against first competitive entry by continuously upgrading and modifying products to meet customer and market needs.• Successfully and rapidly managed integration and relocation of new acquisition into baseline business while meeting all client deliverables.

Hired by IMS as Phone Room Supervisor; sought movement to client services and was promoted to Market Analyst; asked by company president to create a customized research group and was promoted to Special Studies Manager.