$15 Billion a year publicly traded premium international fashion retailer.Office Planning Manager Managed a 40% increase in corporate office space from 1 to 1.4 million square feet. Increased capacity from 3,750 workstations to a total of 8,400; occupied by 7,300 FTE’s by YE 2015.Reconfigured 32 floors (1M sf) to increase density by 31% adding over 1,425 workstations; saving $7.7 million a year in RE lease expense for additional downtown office space.Decommissioned 2 buildings and led the effort to design and build out 20 floors (400k sf) introducing an open office environment supporting Nordstrom.com collaboration and recruiting efforts.Created and maintained inventory management tool to track department distribution, headcount growth, density and open workstations distributed to leadership quarterly. Restructured the Office Planning team resulting in the elimination of 3 FTE’s saving $180k annually as well as fostering strategically important business unit leadership relationships.Collaborated with IT EVP’s to develop a fully mobile desk open pod layout in 75% of their building (300k sf) to support collaboration, AGILE project management and recruiting efforts.Reduced the cost of a workstation from $6k to $3.5k by adding new standards, open and mobile, saving over $7.5 million in costs while adding light, flexibility and an open layout.

Recruited by owner to lead finance and operational functions for $30M window and door product distributor in the state of Washington and the province of British Columbia. Distributorship was purchased by Pella Corporation on October 1, 2010, consolidating admin functions out of the state.Led the analysis, enhancement and strengthening of the finance and operational functions of a sales dominated distributorship expanding into the British Columbia and Spokane markets. Established financial processes, controls and policies reducing employee expense by 21%, credit cards from 23 to 5, purchasing from 13 to 5 reducing tool and material costs by $135k.Led cross functional group to develop commercial bid workbook to standardize bidding, WIP reporting, track change orders, support AIA progress billing, resulting in 4 pt increase in GM.Created “Monday Dashboard” of 6 leading indicators by market and segment enabling owners to recognize trends, manage CF, LOC, currency exchange and adjust labor staffing. Introduced in-house/subcontractor crew costs vs. install budget report resulting in the revision of the BC sub price list, contracts and exclusions increasing installation GM by 28%.Eliminated 5 of 7 Seattle in house crews reducing the fixed payroll expense by 31k a month resulted in stabilized GM’s, higher Pella customer satisfaction scores and sales morale.Collaborated with warehouse and order processing to revise how we ordered material from Pella to enable our receivers to distribute directly to paint, fab, install or storage locations decreasing product touches by 70% resulting in the elimination of 2 FTE’s and less damage.Developed, implemented and managed strategy to bring BC product delivery in-house by leasing 2 trucks, hiring BC driver & assistant, to “trade” an empty truck for a full one 3 times a week reducing BC delivery costs by $125k while improving on time and satisfaction ratings.

Recruited by owner to lead medical billing company annually collecting $50M+ in reimbursement for diagnostic radiology, ER, cardiac and endoscopy procedures.Delayed certification of two new constructed Radiology sites was causing significant losses. Reviewed all aspects of previously approved applications to resubmit appropriately. Engaged local congressman and regional director in SF to gain their support and approval.Sale of two JV’s and the loss of largest contract client led to the loss of 40% of billing volume; eliminated 21 of 48 positions to achieve break-even CF. Within 90 days transferred all billing activities to our satellite location in Spokane returning to profitability by year end. In conjunction with the owner, won a significant new billing client in Portland, delivering a 23% increase in billing fees. Opened a 4 person office adjacent to the client and collected over $3 million of previously denied claims, collected over 25% of the AR within 90 days. Researched, interviewed, negotiated contract to serve our clients with Natural Language Processing (A-Life) automated coding service radically altering scalability, FTE’s and profits.

Managed Finance and Operations of a mature architectural graphics company building custom signage for national developers of mixed use projects and Disneyland locations in CA and Hong Kong with ~60 staff and $6M in annual revenue, currently operating as Creo Industrial Arts. Introduced job costing to every project, and sub unit sign types, to measure and improve estimating processes to create better bid processes, increasing wins and avoiding losses.Increased sales from $3.9 to 6 million and improved net profitability from 3% to 6%.Facility limitations, space/power/paint booth, were limiting our ability to serve our customers. Conducted the search, negotiated terms and collaborated with our senior manufacturing staff to design floor layout to enhance production capabilities and work flow. Resulted in the doubling of our production floor, 13k to 35k sf, while reducing cost per sf from $8 to $5.25.

Team of 3 shared the task of integrating the formerly independent dealers generating $450 million in commercial carpeting product sales and installations annually. Launched and managed 2 national initiatives: QUEST (Continuous Improvement/Six Sigma) and Re:Entry (Recycling commercial carpet).Developed 2 of the 5 standard operating procedures, processes and best practices (estimating and installation) for the dealer network by choosing and bringing the best subject matter experts from the field to Atlanta in a series of meeting to determine best practices and write specifications for the development of software to support their efforts.

1977 2nd Team All American & All Pac 8 1st Team Center1978 Rose Bowl Champions - Washington vs Michigan1978 - First Round Draft Choice: 16th Pick Cincinnati Bengals1978 - 1982: Starting Center and Deep Snapper - Bengals1983 - 1988: Starting Center and Deep Snapper - Seahawks1989 - 1990: Starting Center and Deep Snapper - Packers1990 - 1991: Back Up Center and Deep Snapper - Packers1992 - 1994: Back Up Center and Deep Snapper - LA Rams1995 - 1997: Assistant Coach (OL) - Carolina Panthers1981 - 1982 Super Bowl XVI - Detroit Cincinnati vs San Francisco1983 - 1984 AFC Championship Game - Seattle vs LA Raiders1996 - 1997 NFC Championship Game - Carolina vs Packers1996 - 1997 Pro Bowl Game in Hawaii - Coach w/ Carolina

Business Development, Private Banking Group