Responsible for all operational aspects of Great Bay's Medical Assistant certificate program. Began in role during height of Covid-19 pandemic and successfully implemented a hybrid-learning model until a full return-to-campus was possible. Partnered with community & state agencies such as WIOA and SNHES to drive enrollment. Built and strengthened partnerships with Seacoast medical providers in order to secure externship placements. Assumed oversite of Massage therapy Program due to faculty retirement and recruited/hired Program Coordinator who reported to me. * Doubled number of affiliation agreements between GBCC and medical providers. * Recruited faculty and maintained bench strength to minimize disruption of abrupt faculty absence. * Drove first college-sponsored Medical Assistant apprenticeship among all of NH's community colleges. * Created framework for new phlebotomy certificate program. * Presented at online and in-person information sessions, open houses, and program graduation ceremonies. ***Position eliminated due to system-level enrollment challenges and resulting budget cuts.

Managed daily operations of 102-bed long-term care and skilled nursing facility. Responsible for $10MM annual budget, strategic growth, employee excellence, and customer service initiatives. Required effective communication, sales, negotiation, and conflict resolution skills with variety of internal and external stakeholders ranging from front-line staff to physicians and resident families to representatives of NH DHHS.* Received 2019 Bronze Award from American Healthcare Association.* Selected to participate in multi-day Richardson sales training program and honed collection of models, skills, and techniques to persuasively and beneficially engage customers.

Administrator – Hawthorne House & Freeport Place 12/17- 3/18Manage daily operations of 81-bed skilled nursing facility (plus 18-bed gero-psych unit), and 30-bed Assisted Living facility.Administrator – Seaside Health & Rehabilitation Center 4/17-12/17Managed daily operations of 167-bed long-term care and skilled nursing facility. Included 30 Assisted Living beds.

Shared responsibility of 290-bed skilled nursing facility with Chief Executive Officer. Served as chairperson of Performance Improvement, Marketing, and Employee Engagement committees. * Led development and submission of 2017 American Health Care Association Gold Award application.* Became facility subject matter expert for CMS's Payroll Based Journal time reporting system.

Served as an Executive Director resource for five of Kindred's New England district skilled nursing facilities. Reported to District VP of Operations. Assignments included Nashua, NH, as well as MA facilities (South Dennis, Westborough, Canton, and Braintree).* Responsible for implementing and strengthening Kindred policies and procedures during gaps in permanent Executive Director placement. * Required to quickly assess facility culture and identify opportunities for improvement,

-- Reported to Executive Director and served as business partner to her.-- Involved with strategic planning, evaluation, and professional development activities.-- Continued to build and manage administrative/financial systems, including financial, accounting, legal, IT, HR, and physical infrastructure.-- Oversaw budgeting, financial forecasting, and cash flow.

Responsible for management of all daily operations of 5-star, 51-bed skilled nursing facility. Recruited for position and relocated to New Hampshire in order to fulfill family commitments.

Responsible for daily operations of 60-bed Medicare/private pay facility (approximately 30% short-term rehab) and 68-bed Assisted Living residence (including 20-bed secured memory support household). Frequent issue resolution/interaction involving Independent Living residents. Focused on strategically improving connectivity among all levels of care. Certified to complete ISPs for Assisted Living. Heavily involved with managed care insurance authorization to ensure maximum reimbursement. Monitored/adjusted staffing as dictated by census. Reported to Executive Director.• Achieved CMS 5-star rating in January 2014.• Implemented family meetings in order to strengthen relationships and build trust.• Led campus-wide safety training program. • Achieved 100% average occupancy of Assisted Living for calendar year 2013.

Full P&L responsibility for dually-certified 242-bed facility supported by 218 FTEs. Facility is part of a CCRC and provides inpatient rehabilitative services, skilled nursing, long-term care and a dedicated, secure memory support unit. Reported to Executive Director. Conducted intense, daily customer service interaction/decision making/problem solving with patients, families and employees. Served as administrative lead on committees dedicated to culture change, quality improvement, employee relations, and revenue growth. Led campus-wide customer service training program. During first 18 months, led team to: • Achieved 184% of 2011 net income budget.• Improved overall CMS 5-Star rating from 2 to 4 stars.• Began transformation toward household model of care, including several 6-figure renovation projects.

As administrator for Regency Healthcare Center (Yorktown, VA), I had full P&L/operational responsibility for a dually certified 60-bed facility and oversee approximately 80 employees and 10 departments. The core of my work involved balancing financial goals with appropriate clinical outcomes in a highly regulated environment.During first year as administrator, led team to: 1) Increase net income 11%. 2) Decrease budgeted expenses by 5.5%. 3) Improve QM component of CMS 5-Star Quality Measures from 1 star to 4 stars.

Served as Assistant Administrator at Salem Health and Rehab Center (240 beds) in Salem, VA. Completed 1,000 residency hours and passed the national NHA exam. Assisted with all aspects of daily operations (oversight of 10+ departments) by balancing appropriate clinical outcomes, providing exceptional customer service, and striving to meet financial goals. Completed the company's highly selective AIT program, which prepared candidates to assume responsibility for their own facility.