Strategic management of the Portland Aerial Tram including overall daily operations, overseeing public and employee safety, serving as a community liaison, managing revenues and expenses for the tram, human resource management, project coordination, budgeting and financial anaylsis, guiding customer service and managing OHSU’s contract with Doppelmayr CTEC.

Manage resort with 276 condominium style units, 140 seat licensed restaurant and cocktail bar, 80 seat mountain top pub style grill and bar, 200 seat food court, 3 conference facilities for 60 – 150 people, 40,000 sq.ft. indoor waterpark, downhill mountain biking and a 1,600 acre downhill ski resort and tubing park. 22 managers, 300 staff and hourly employees. Recruited, hired and led management team for opening of $21 million indoor waterpark.Cash-flowed indoor waterpark 6 months before budgeted.Opened $24 million lodge building and brought 80% of condominium owners into property management.Increased housekeeping effectiveness by 34% through significantly overhauling inspection process and implementation of quality control system.Reduced wages 2008-2009 by 33% while increasing revenues 21%.Instituted Signature Worldwide customer service program throughout resort.Spearheaded international student labor program; negotiated contracts, established housing, selected recruitment countries, interviewed and hired students.Reduced food and beverage direct labor costs 6%, direct expenses 3% and increased sales 22%.Hired and managed special events coordinator; designed and successfully orchestrated major events seasonally.Restructured ski lift maintenance department, hired new lift maintenance manager and guided team to meet industry safety standards.Procured and implemented new maintenance software program for operations.

Directed multiple door manufacturing operations in the UK and Latvia. Responsible for financial planning, production process control, quality, safety, sales and marketing and management development. 34 managers, 450 staff and hourly employees.Developed and executed three annual budgets with combined net sales of $25 million.Negotiated and signed a 7 year $31 million city housing contract. Led presentations with key decision makers including general contractors, homeowners associations, builders and procurement agents. Secured investment in a $50 million production facility in Latvia. Integrated Latvian operations into the European group maximizing resources and asset utilization.Coordinated the consolidation of production facilities saving $14 million annually.Implemented ISO quality program.Led training and implementation of US policies and procedures with management teams and employees.Known for increasing revenues, streamlining workflow and creating team environment to increase productivity.

Fully responsible for all plant operations; yearly budgets, capital expenditure requests and implementation, local statutory and corporate reporting, lean manufacturing, quality, safety, sales and marketing, engineering and maintenance, management development and human resources. 12 managers, 180 staff and hourly employees.Developed and executed turn around strategies resulting in $730,000 financial gain between 1999 and 2000.Increased net sales 312% to $5.8 million between 1999 and 2003.Improved on time and complete shipments from 65% to 95%. Directed the procurement and installation of over $6 million in capital expenditures.Implemented exit strategy; hired, trained and promoted management team who exceeded 2004 and 2005 budgets.Earned Group Quality