Took time after last position to work more on making ground toward finishing additional trainings in diversity, leadership, employee and organizational development. Adding additional work toward my goal of a Masters Degree in Organizational Leadership. Still in progress on leadership degree.

Plan, implement, manage and supervise the university financial and business affairs and the physical plant in compliance with the VSC Board of Trustees' policies and procedures for both the Johnson and Lyndon, VT Locations.- Core executive team leader for transformation of university being combined into a larger single entity with 2 other universities.- Oversee and direct the preparation and management of the university's full operating budget.- Implemented controls for the collection, management and disbursement of all college funds, including; state appropriations; tuition and fees, student activity funds, financial aid and grant funds and the funds related to auxiliary enterprises.- Supervise the financial accounting and internal audit systems of the university and the preparation of all financial reports for internal / external business affairs and create/alter the chart of accounts.- Manage and act as signatory for all contracts and bank accounts.- Oversee payroll matters, student billing, purchasing, services and supplies, and inventory maintenance. Helping to organize efficiencies of 20% in payroll.- Supervise physical plant, capital improvements and security operations that gains 12% in returns.- Maintain adequate insurance protection for the university and its staff.- Serve as the university personnel officer for non-faculty staff to implement the union contracts, guidelines for wages and classifications, recruitment, fringe benefits, evaluations and other personnel-related matters.- Represent the university on committees, councils, task forces and other groups directed by the Office of the Chancellor and/or the Board of Trustees.- Work with system councils to develop system-wide policies and in financial and business affairs that have saved over $3 million in cash and budget expense reductions of 9% in year 1.- Keep abreast of current developments in administrative and financial management for universities and general business.

Contract role - Reported to Board of Directors. Responsible for all financial and administrative aspects of the practices and continued development and management of a successful outreach program. Within the umbrella, responsibilities include human resources, strategic planning, compliance and oversight of business development.- Reported to the Board of Directors, consulting on all financial and administrative aspects of the practice, including Human Resources, compliance, business development, and effective alignment of strategic initiatives and goals.

Executive Head for Anatomic Pathology (AP) at all UW Medicine Sites (UWMC / HMC / NWH) overseeing health services and daily activities of all pathology activities for lab system with over $65M in sales. I managed capital, personnel, finance, IT, facilities, safety, test procedures, quality management, regulatory compliance, consultation, and communication covering Pre- / Post-analytics, Histology, Immunohistochemistry, Surgical Pathology Consultations, Cytogenetics, Flow Cytometry, Autopsy, Electron Microscopy, Cytology, and Molecular Diagnostics across three sites. I oversaw the development and implementation of programs and policies for patient services, quality assurance, public relations, and department activities. I practiced financial acumen in performing fiscal planning and analysis, managing 15 budgets with different funding sources, preparation settings, and KPIs.• Oversaw the Assistant Director and College of American Pathologists Laboratory Accreditation Program to ensure alignment with all laboratory regulations in conjunction with the Medical / Laboratory Director.• Completed a merger with a new division, increasing workload by 40% in specimen intake within year 1 and resulting in 35% increase in profitability, by reworking complete organizational structure.• Consistently improved our bottom line performance from negative to positive return while adding staff as needed with no additional impact on profitability.• Introduced lean objectives and policies achieving a reduction in expenses from 29 cents to 20 cents per dollar of revenue.• Served as Executive Sponsor on EPIC (IT) Transformation project encompassing integration of a 281-bed hospital facility with existing 581 bed facilities to consolidate license and medical records across sites.

I aided the Director in the formulation, development, and execution of plans, policies, and programs for the hospital and directed the administrative functions of the hospital, including personnel, fiscal, and other functional activities. I budgeted and controlled the finances of the AP unit, collaborating with the Director of Clinical Services, finance management team, Finance & Administration for physicians group, and other senior level administration to ensure coordination of the team's financial resources. I ensured appropriate types, quality, and quantity of support services were delivered to patients and staff. I provided guidance to AP hiring managers throughout the hiring process, including job description creation, candidate selection, new employee onboarding, and off-boarding for exiting employees.• Reworked staffing and introduced efficiency improvements to attain a 20% reduction in labor costs in one year, enabling the department to show its first profits in 35 years.• Managed IT projects throughout the project lifecycle in conjunction with the Department of Pathology, supervised the Director of IT, and introduced improvements reducing IT ticket response time by 15% by introducing lean practices.• Managed 15 separate budgets with distinct funding sources, preparing the monthly budget and financial reports providing clear and precise numbers to aid data-driven decision-making.• Controlled all reference lab contracting in collaboration with the Department of Pathology and physician billing group, using independent judgement to analyze, select / approve, prepare recommendations, and manage contracts and proposals.

I oversaw direction of administration of all activities for multi-site University Pathology lab system with 19 direct reports in a 110-employee department. I administered contract budget preparation, reconciliation of accounts receivable, general ledger implementation, and transaction level approval activities for extramural funding. I maintained budgetary control of the Department's research activities, including research planning, budgeting, and forecasting. I led the Department in negotiations with affiliate institutions, demonstrating effective project management analysis and sound business judgment.• Led Operations Rebuild - completed a major assessment uncovering many deficiencies in department operation and put forward proposals for corrective measures.• Defined operational plans for three major areas concerning business and specimen taken-in areas, administered fiscal budgets, and developed and implemented departmental communication plans.

Developed the organization's overall financial policies, reporting directly to the Owners of the company, starting as the first employee of a small, two-doctor practice and stewarding growth to 26 doctors with 80 support staff. I provided strategic direction of all financial functions by introducing and monitoring KPIs. I directed the IT Manager, Purchasing / Inventory Manager, HR, and Finance Assistant for the expanded company with 106 employees total and volunteers. I ensured that proper financial controls were in place and financial transactions supported our overall business strategy while conforming with applicable laws and regulations. I created strategic development and 5-10-year plans in all areas, including finance, expansion, IT, and large modalities to support expansion of the facility from one ER unit to a multi-department specialty hospital with multiple locations. I led Advisory Board meetings and represented the company at local, state, regional, and national conferences.• Was integral to completing the development plan, budgeting, construction, and pricing of a second location alongside implementation of an updated IT system, expanding the business by more than 70%.• Maintained a steady net income of 18% during the 2007-2010 recession, collecting data evaluating geographic territory expansion to increase profit and collaborating with Accountant / Owners to improve financial systems, resulting in no major financial loss during the period.• Introduced updated financial policies and procedures, cutting the reporting window for financial metrics by 15% over the previous close period.• Spearheaded the buyout of the Oncology Group over a 4-month period to supplement service capabilities.• Drove B2B creation for two Seattle locations, served as liaison between locations and corporate offices, and directed real estate planning and acquisition.

Acted as a liaison between the clinical staff and recipients of healthcare services for a start-up veterinary emergency services operation and oversaw the general functioning of the facility, managing the financial well-being of the organization and implementing policy. Through strategic planning, I maintained the stability of the center and predicted future logistical needs. I partnered with the President on all operational and strategic issues that arose and provided strategic recommendations based on financial analysis and projections, cost identification and allocation, and revenue /expense analysis. I assisted with on-site construction and setup during the facility's opening.• I devised all OSHA, Finance, HR, IT, and Systems Manuals for this animal care startup, the first of its kind in Seattle.• I examined, developed, re-engineered, and recommended financial, HR, and technology policies/procedures company-wide. • I boosted client satisfaction with the launch of a customer satisfaction survey system and resolved client disputes through excellent customer service interactions via phone, internet, and in person.

I acquired a struggling location and gained equity in business providing remodeling, deck repair and installation, drywall, and carpentry services, recruiting and training a 40-person team. I drove operations to build an efficient operation and make a profit. I applied policies and laws ethically and consistently to enhance our internal and external corporate perception.• I positioned a $500K company to be an office worth $4M by year two, largely through active community networking and generating high levels of community interest at trade shows, B2B events, and via print media. • I educated teams on brand ambassadorship, sales and led a weekly educational program for contractors and support staff

I was promoted to Manager supervising four personnel after a year as warehouse helper and office manager assistant. I managed the warehouse in compliance with company's policies and vision. I oversaw receiving, warehousing, distribution, and maintenance operations. I setup the warehouse layout to ensure efficient space utilization.• I created OSHA manuals and gave monthly classes for new staff on OSHA standards and updates.• I completed special projects and ran the office as needed in the owner's absence, focusing on business development an customer retention during all work projects.