Started as the Director of Operations for a SUD Outpatient Facility, December 2020.Developed new Intake Process for clients to ensure documentation is accurate and the client experience is excellent.Developed a Billing Team with a new tracking system for billing, increasing billing accuracy from 80% to 99%. We specialized in Billing Codes S0201, 90837, 90853, H0015, H2036 and H0038.Developed new system which tracks Billing by Client by LOC from our Center to the 3rd Party Biller to the check or EFT in the Bank.Took over the Finance Department and built a financial model to track cost/client by week/month. Developed a new Chart of Accounts which led to taking the company from a Cash Based Model to an Accrual Model in QuickBooks. Developed a single P&L to manage 7 separate companies in one view.Developed a Team and a Director of Housing to manage 12 full Sober Living homes and the staff as well as 6 partial Sober Living Homes. Created new relationships and helped KSC as a Start Up Sober Living Company. Built a rent collection system for the Sober Living Homes. Developed codes of Conduct for the Sober Living Homes.Opened a second SUD Facility called The Forge Treatment Center, developing the team, processes and rules.In January 2023, promoted to Senior Director of Growth to develop new programs for our company.Introduced ClickUp to the company to Project Manage the team as well as implement a SCRUM environment.Planned, Developed and Opened a Mental Health Outpatient Facility from ground up which currently has 45 clients.Developed a Modified Alumni Program which continues billable care after the clients leave the center which reduces relapses.Developing a Family Program where we create a billable opportunities for loved ones of clients who need help too.

Built the company from ground up as a Start Up to handle Logistics not only with Shipping Local Cartage to Line Hauls but to also coordinate booth installations, including WMS, LMS, SOP, ERP, ect.Hired the Start Up Team and developed everything including Operations, Sales, HR and Finance. Developed Cash Business Model and aligned the Cash Flow in Quick Books with the Business Model and then defined Cost of Goods which returned ROI on specified logistic services. Developed SOP for Operations and Billing which centralized the teams methodologies and reduced fall off.Manage Payroll, Cash Flow, ROI and Cost of Goods for $14M/year in revenue.Managed multiple IND Teams Constructing the Booths at Tradeshows.Mapped department processes and improved interdepartmental flows. Developed and Managed the Go Green Campaign which has automated the Accounts Receivable workflow by 60%.Introduced and trained key individuals on utilizing Excel formulas to speed up processes up to 75%.Project Managed the logistics for 105 truckloads delivered to the Anaheim Convention Center for NAMM in 5 days and Managed the Labor for the construction of 11 Booths with up to 20 Teamsters at a time.Developed a Retirement plan for Tradeshow Exhibit Solutions, including a 401K program.Manage Warehouse and 3PL for high end clientele and Tradeshow Booths and Products.

Eventually, I was chosen by leadership to work on a Team to re-organize AT&T/DirecTV Wholesale, Provisioning and Maintenance. I developed a Monthly executive report for accountability on Milestones for all IT Efforts colaborationg with Internal Teams and Contractors. Additionally, I built the main data repository for IT Automation Efforts.Once the project was completed, I was put in charge of Financing all IT Contractor Automation projects. Using Agile Methodologies, I Managed 34 projects within the year covering Milestones, Billing, Disputes, Failures to Commit, Problem Resolution and communications.Top Accomplishments:> Utilize Big Data to Forecast Workload and Workforce Needs for an organization over 2K employees.> ROI across multiple centers working with mechanization and ordering.> Project Manager - IT Process/Mechanization improvements across 5 offices in different states.

I was promoted by leadership to still run the Business/Force Models and pick up direct responsibility for Managing the Financial Forecasts for AT&T Wholesale. My models were now being used across multiple offices and I began to utilize my data for new mechanization efforts. I began to project manage all reporting for AT&T Wholesale to ensure consistency in numbers and interpretations utilizing GAAP. Eventually the AVP of AT&T chose me to be his Chief of Staff while still handling all the budgets because I was already at the Helm of the business. In this position, I used SQL and Cold Fusion to developed new automated reports on all staff for Mandatory Coverage, Compliance and Training to ensure completion for over 1,200 employees.Due to my expertise I was chosen to lead the team of 7 managers in the Wholesale portion of AT&T selling the CT Network to Frontier, a $4B Deal. I project managed Data, Milestones, Financing, Contractors, ROI and Problem Resolution.Top Accomplishments:> As Service Executive and SME, delivered Big Data / R programming and center data.> Improved information accessibility for three business centers by developing SQL single view reports for force modeling, as well as simplified weekly view for each center outlining workforce and FTEs.> Enabled managers to view all business activities and results with one single pull attendance / compliance report that automated data summaries and created weekly operations review. > Managed key aspects of $4M as Lead Project Manager for sale of Connecticut network to Frontier. Served as SME for system and process questions from Frontier. > As SME for data in partnership with consulting companies, finance and external organizations, provided main data SQL reporting for Sensitive Personal Information (SPI) compliance.> Managed the Wholesale Ordering Budget ($20M and up) utilizing GAAP and SSAP principles.> Handled all Executive Communications as Chief of Staff.

In a Staff position at AT&T, I began modeling first by manually inputting all data into a model built by my supervisor. To improve the process, I developed an Excel Program which when data was pulled, it could be copied and directly inputted into the sheet. I developed VBA code which scrubbed the data and Automatically input the data into my supervisors model. Leadership notice my data skills and eventually game me the Business/Force Model to build and maintain for 1,200 Service Reps in the West. The model was so automated, the 3 Managers who input the data were reduced to just myself. Over the next 2 years, I utilized my programming techniques to adopt the Models for Midwest, Southwest, Northeast and eventually the Southeast regions. Due to the automation of the model, it was now able to be run weekly by just myself. Utilizing the data feeds, I developed KPI's for each office. Then with leaderships trust, I then became the single point of contact for all data needs coming out of AT&T Wholesale Ordering. Eventually I was promoted again.Top Accomplishments:> Earned 2010 Best of the Best Award for developing Wholesale LSC system, enabling organization to reduce workforce by 200 FTE.> Developed centralized team to manage and report for national WSD Ordering team.> As data analytics SME, served as liaison and contract analyst to Price Waterhouse Cooper and Boston Consulting.

As a Force Manager I started with a direct report team of 12 Distribution Reps who distributed the work to over 900 Service Reps in one office. I quickly organized distribution by groups of skill sets and developed a simple view of the multiple workloads to determine capacity for each group. Then I began to look at areas of Overtime and developed a training plan to ensure workload balancing between the groups to end OT and reduce the workforce to the correct capacity.Eventually, leadership noticed my effectiveness and within 6 months, I was managing workloads for 4 offices across the West Coast. Then I worked with Developers on a new Work Force Management tool (WFM). With this new tool, the team of now 20 Distributers was reduced to only 5 and we had a new electronic data feed to look at Workload and Average Handling Times. I then began to design a new data set with this new information which included Work Volume, Average Handling Times, Skill Set, Office and Service Rep who worked it.With these accomplishments, I was promoted within 1.5 years.Top Accomplishments: > Oversaw workforce and workload operation for four offices with 2100+ employees.> Tracked attendance, overtime and productivity.

I started my AT&T Career as a Coach Manager with a Team of 20 Service Representatives with no previous Telco Experience. I found the right peers and team mates and quickly became a SME on Telco Products and how to order them. My next step was developing a team of peer coaches who I could plug into and develop a small groups skills who then could develop an office of 80 Service Reps. Once the Coaching was delegated, I focused on developing methods of managing productivity for my group in Excel. As I excelled, in one year, I was promoted to Force Manager.Top Accomplishments: > Managed, directed, coached and motivated 12 service reps in distributing workload.> Improved workload distribution process to meet changing demands by developing skills pivot system.

Managed fleet services and sales.Worked with Customer Service and Sales

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