Collaborate with NWGF Marketing & Real Estate teams to create and strengthen a healthy residential community to include facilitation of on-site engagement. Market available units and build relationships with prospective and current residents. Manage all phases of recertification process to include interim and annual recertifications. Respond and resident questions and complaints, including lease enforcement measures.

Provide on-demand transportation using the Uber application • Answer questions or engage passengers in conversation • Ensure customer satisfaction during trip, resolving concerns prior to trip completion • Provided over 4800 trips for Dallas passengers • Received 4.96 rating, with over 2000 5-Star Trip Ratings and 58 Rider Compliment Badges.

Assumed Trustee / Power of Attorney responsibility for the affairs of Margaret Goodman, my 90-year-old mother, who lives in Purvis, MS, a 500 mile, 8.5-hour drive from my home in Dallas. As Trustee / Designee, I have assumed responsibility for her medical and health care decisions; make decisions regarding living arrangements; manage her finances and other business affairs, and until the end of the 2014, made arrangements to meet her daily living needs. Searched and evaluated health care options and facilities, selecting and moving her to a privately owned nursing home. Completed extensive Medicaid application and review process; received approval notification in April 2015, with annual re-certification each year following. Now monitor her care, review insurance claims and associated issues and steady-state management of durable activities.

After repatriation from the Middle East, developed and led change management initiatives for system integration and strategic change initiatives; provided interim leadership for training and change programs; and manged day-to-day detailed project implementation tasks. Projects included 3 energy sector companies, with assignments ranging from 4 weeks to 4 months, as well as 15-months on a process change and system implementation project. Projects included a human resources strategic effectiveness and operational efficiency assessment with roadmap to resolve identified issues for a large public services organization; Appointed interim training and change management department head on a large-scale system implementation at a construction / engineering firm; and Developed materials and conducted workshops to prepare mechanics for daily time entry, replacing a paper, clerical-entered process. Prepared 150 pages of materials for a 6-hour effective performance management training for a professional services organization; and Co-facilitated train-the-trainer sessions to prepare executives for delivery of training required for managers writing project evaluations.

This 18-month secondment involved service as the HR Lead of a restructuring, headcount reduction and organization restructuring effort targeting $2 M in savings at an airline in the Middle East, which included interim management of an 7-person HR organization with Payroll, Employee Relations, Recruiting & Reporting functions; as well as Interim Management for recruitment of a Mumbai-based pharmaceutical company, with long time-to-fill issues for high-demand jobs.For the majority of time on this secondment, managed tasks for the construction and opening of the Dubai’s permanent office space; Provided human resource management of and daily operations support for the 20-person Dubai practice; Managed conference planning for Europe, Middle East, India and Russia (EMEIR) 5-day annual all-practice meeting and corporate university training; and Developed upward feedback process, training and materials and EMEIR rollout.

Provided human resource, training & development, and change management solutions for clients in the Southwest region, where a majority of my projects focused on training development and training program delivery. Also facilitated an organization re-design process of 30-person corporate accounting organization. Project work included managing a 3-day international corporate university training program, with a $100k budget, 500-pages of custom developed materials, train-the-trainer facilitation, and just 60 days to complete; coordination of on-site logistics and support plan for 10 merger integration teams, responsible for data and hardware conversion, as well as day-1 changeover activities at a refinery in Long Beach, CA; designing a Lean program, training curriculum, custom materials, rollout strategy, and proof of concept training pilot for an energy company.

With IBM having a consulting practice in Dallas, I relocated and began providing change and training solutions for various clients in the distribution sector. Strategies for change focused on communication, impact assessment and training approaches in system integration projects. Specific project work involved Interim Management as the Change Management Lead for a SAP plant maintenance and project systems implementation for 500 users, 300 which were hourly employees and first-time system users • Designed & provided program management for 100+ session training schedule across 3-shifts, minimizing disruption to around-the-clock production In addition, had significant involvement in various assessments efforts, including organization design, impact and stakeholder assessments and root cause determination for under-performance.

Employed by Ajilon Consulting in a contract to hire role as a Project Lead role in Organizational Change Management, which was part of the IT organization at Waste Management. I was assigned to be the Change Management Lead for Recycle America’s (at the time, a business unit of Waste Management) PeopleSoft Supply Chain implementation, being rolled out to over 90 Manufacturing Recycling Facilities (MRFs) across the country. As the Change Lead, managed change activities of a 3-month deployment plan, across 3-waves simultaneously, implemented at these 90 sites over a 10-month timeframe. Change Leadership role included developing the process and managing role mapping activities, as well as development of business roles aligned with business requirements. Managed deployment of communications, events and activities across the change approach, including authoring content for all written and electronic communications. Also served as a change management resource for 10 traveling site coordinators.

Began consulting career as a Senior Consultant, in the Houston office of the Resources Market Unit, aligned with the Human Performance Service Line. Primary role was to provide change management capabilities for large-scale system integration projects. Promoted to Manager (executive level) in March of 2012.Specific responsibilities included development of change management project strategy, tasks, resource plans and budgets, as well as impact assessment approach to identify and collect process,data and role changes from change initiatives. Training experience included the development, coordination and facilitation of train-the-trainer strategy for facilitators; scheduling and managing training programs, including registration and attendance, evaluation and project leadership reporting, as well as on-site call / service center go-live support and updating and knowledge management of training materials based on lessons learned.

This position included both teaching and administrative responsibilities. Teaching load requirements were 12-semester hours equivalency each fall & spring and 6 hours over the summer. Classes taught were the core management courses for both business and non-business majors (MGMT 363; MGMT 319), the Bush School leadership development course (MGMT 475); and the graduate training & development course (MGMT 625). Core classes were team taught; I had responsibility for teaching up to 3 of the 5 units, in addition to serving as the class coordinator. Taught over 8,600 students as a faculty member, exceeding evaluation reequirements of department and college. Served as the department’s academic advisor for 550 management majors, in addition to managing course enrollments for 70 courses with enrollment of 5500 students. Provided interpretation of or exceptions to academic policy were among my key administrative responsibilities. Also coordinated the Management Internship Program (MGMT 484) each Summer, with an enrollment of over 100+ management and marketing students.

Provided administrative support under the supervision of the Associate Vice President for Student Affairs. Responsibilities included Division’s staff development program; new staff orientation held prior to the start of each academic year; chairing the Public Relations Committee of the Division; and Student Services Graduate Assistant Hiring Conference.

Developed organizational standards and managed day-to-day operations of Greek-life program to achieve these standards, which were previously not in place. Performance and behavior expectations resulted in an increased number of times the university had to address behavior including reorganization and dismissal of chapters. Advised the Interfraternity and Panhellenic Councils, along with the 16 fraternity and 7 sorority member chapters. Advised key events including fraternity rush each semester; sorority rush in the Fall; and Greek Week, which raised over $45,000 for local, not-for-profit, organizations; and the Order of Omega, responsible for the university’s annual awards banquet, which recognized fraternities, sororities and their outstanding member achievements. As part of the Office of Student Organizations & Leadership Development, provided leadership development programs, including coordination of the President’s Council in the Spring of 1992. President’s Council was an off-site, two-day leadership retreat for student organizations presidents and including participation from the President of the University of South Florida. Chaired Department Faculty / Staff Scholarship Campaign and Division of Student Affairs United Way Campaigns, surpassing the proposed goals in each of these efforts. Administrative responsibility for a graduate advisor and six budgets totaling $25,000.

Provided independent, on-demand contract services to 15 higher education organizations. Work included training design, development and content delivery for: workshops and retreats; keynote speeches; and conference addresses to student audiences. Deliverables for clients (delivery of content not the primary scope) included trainer-ready materials on a variety of student-focused topics, as well as plans and materials for leadership development programs.

Accepted this role at the University of Southern Mississippi, a promotion in title and pay, in addition to being closer to my parents, who now lived less than 15 miles away. Primary responsibilities were as advisor to the Interfraternity and Panhellenic Councils and their 14 fraternity and 11 eleven sorority member chapters. In addition, supervised a fraternity housing and facility management program for 9-on campus structures. With the Dean of Students, administered student judicial processes, including conduct of disciplinary hearings for students. Hearings addressed incidents of student conduct, potential violation of university policy or procedures or violations of the law while on-campus. Supervised 2 graduate advisors, administrative assistant, and 2 student workers.

The primary responsibility of this role involved working with the Interfraternity Council and its 25 member fraternities. Developed operational frameworks for Council activities as the first-full-time advisor hired by the University to work with fraternities. Nurtured working relationships with the Council and individual chapter which were in their infancy, with a history which fostered mistrust and indifference. Assisted with University recognition of the PanHellenic Council, governing the 5 historically African-American fraternities and sororities. Led planning and promotion of the university’s greek-life alcohol and other drug education, women’s issues and risk management educational programs, in addition to providing instruction for two academic courses for fraternity / sorority members. Provided administrative oversight for the facility operations Hensel Park, a 28-acre recreational park facility of the university; annual selection of the university’s Cotton Bowl Representative; and United Way’s fundraising campaigns for the Student Activities department and student organizations.

Nine months after beginning my work in Student Affairs, the University provided me a full-time role. The demands of the role were greater than 20 hours allotted and it provided income to allow me to continue my graduate studies (and a waiver on hours a full-time employee could enrolled). In this full-time position, I continued my work with the Interfraternity Council, Freshman Leadership Class (FLC) and Orientation Program. My work with fraternities increased, becoming advisor to the PanHellenic Council, governing 8 historically Black Greek organizations. My work with FLC now included co-facilitating of weekly classroom instruction for the 20 participants selected for this intensive, year-long program. Orientation responsibilities now included responsibility for conducting academic program requirements and parent programs for each orientation session. And I was asked and served as coordinator of the university’s Black History Month (1989) and producer of the Pan Hellenic Step Show (1988), after the intercultural services department was eliminated in a state-mandated budget cuts.

Assumed this role / responsibilities the semester immediately after receiving my undergraduate degree. This 20-hour a week role complemented my full-time graduate studies, which also began in the Spring of 1986. My primary responsibilities involved advising the Interfraternity Council and its 7 member fraternities; supporting activities of the Freshman Leadership Class (FLC), a select leading and learning University program; and assist in the planning and implementation of the University orientation program.