This position managed and supervised all financial, operational, purchasing, and travel matters for the Genetics, Genomics & Bioinformatics Program, and the Department of Botany & Plant Sciences and its related units under the Financial and Administrative Officer (FAO). This consisted of 12 employees, Cooperative Extension faculty and programs, the Institute for Integrative Genome Biology, the the Center for Plant Cell Biology, The Center for Infectious Disease Vector Research. This unit was the largest on campus and had: 12 administrative employees, 55 faculty; ~$6.9 million dollars in permanently-budgeted state funds; ~$23.4 million dollars per year in expenditures including ~$10.4 million dollars in expenditures in C&G funds; ~$2 million dollars in S&S revenue; ~205 unique fund sources; ~119,000 assignable square feet of space in four office/laboratory buildings as well as numerous research facilities, greenhouses, and field buildings. Responsibilities focused on financial and purchasing operations, staff and program development, contract and grant administration, as well as internal control and compliance. Exercised independent judgement in solving day-to-day operational problems and in making recommendations concerning departmental resources, policies, practices, and operations. Anticipated operational problems and developed recommendations for review and implementation.

This position was the primary director of the staff in the Enrollment Management Center for CNAS (EMC) and secondary for the CNAS Graduate Student Affairs Center. Focused on strategic planning based on operational need (unit, college, campus), policy development and implementation for unit and college, forecasting and enrollment projections for CNAS, campus and college resource analysis. Responsible for graduate program and center budgeting. Provided guidance and feedback on teaching and research support to various units and lab personnel as needed. Provided expert knowledge in all areas of UCR graduate student advising, employment, enrollment, scheduling. Advised Associate Deans on Center operations and trained staff on new systems.

▪ Electrical Engineering (2008), Computer Engineering, Computer Science and Engineering. Student Services Advising and training. Managed all Teaching Assistant, Associate In, Lecturer appointments and TA budget of ~ $800K, projected need, reported data.▪ Director of Graduate Student Affairs: 2011-2013. Provided college level oversight for graduate programs, outreach/inreach and reported to the Associate Dean. Held regular staff and faculty feedback meetings and trainings; coordinated with faculty and staff to improve deficiencies and streamline processes. Managed college recruitment budget of ~$150K. Data analysis at both the department and college levels.▪ Collaborated with faculty and systems administration/lab. staff for organizational changes, facilities, and risk management.▪ Graduate program management, to include all graduate student/Associate In. employment, program operation and admissions budgeting; collaboration with Academic Personnel, department staff, and faculty for graduate student, visitor, and Postdoc hiring.▪ Collaborated with multiple groups to process improve and create/implement new systems and graduate program recruitment and retention initiatives.

BMC offered marketing services to new home builders in Southern California (company closed in 2007).Directed hiring/payroll budget and operations. Oversaw hiring of approximately two hundred employees; supervised thirteen staff. Generated all company recruiting forms, policies, and procedures (new ‘startup’ company). Approved budgets and check requests. Ensured compliance with OSHA, federal and state hiring regulations and practices. Managed ~ $700K operating/recruiting budget.

CLC was a new home builder which closed and reorganized in 2007.Created and maintained subcontractor network; contract bid lists and pricing; contract, OSHA, state/federal regulations compliance. Supervision of five full-time staff, budgeting (~ $4M), reporting, expense reconciliation, auditing, and trouble-shooting for projects.

Creative Touch Interiors (CTI) is a company responsible for contracting with builders to provide interior finish solutions to homebuyers.Project management under Builder Sales; supervision of project teams (installation, marketing, etc.), projections, project budget management (~ $1M each), subcontractor bids/production costs, totals, reporting, reconciliation, auditing, project trouble-shooting. Event coordination (model opening /promotions), VIP account service and networking between offices and builder accounts.