Empathy HQ’s Mission is to provide life-changing mental health services to Texans with a focus on vulnerable populations.Our Vision is a resilient community with access to resources to live a healthy and authentic life. All are welcome-individuals, couples, families, siblings, children, adults, seniors, and more. No matter what you’re facing in life, Empathy HQ can help you work through it to reach a happier and healthier place.

An experienced and empathetic Personal Financial Coach based on the 7 Baby Steps (Dave Ramsey). Offering a safe ally to the community and a floating fee schedule based upon income.After listening to Dave on the radio for years, in 2008 my spouse and I took Financial Peace University (FPU). FPU worked and also sparked my caring teacher's heart to help others by teaching 11 FPU classes and coaching 100's along the way.www.chaosfreemoney.com

Successfully launched and growing!! Reach out if you are led to help.Cafe Euphoria’s mission is to create a safe space for all transgender and gender non-conforming (gnc) individuals, and a place to connect. We aim to create a space that is accessible to all members of the broader trans/gnc community, including it’s many diverse segments. While trans/gnc owned and operated, our space is open to everyone; it’s a space where people can dress as they wish, and through their visibility contribute to the acceptance and normalization of transgender identities. We aim to create work and training opportunities, food and clothing access, and opportunities for a broader community to support us through involvement in our products and services.

Even through the Pandemic, we reached the tipping point in the THR performance improvement culture journey and systems. Imbedding the philosophy and tools across our 350+ Care access points and 25,000+ employees driven by our vision of: Developing our people, To solve problems every day, That drive performance and fulfill our KPI/KPM's and strategic objectives While always striving to improve the health of the people in the communities we serve. Engaged local Hospital Leadership to identify projects and then trained / coached >800 Lean Six Sigma belts to quickly complete project after project, that delivered real value. Almost 20% of the ~13,000 Hospital staff participated as a Sponsor, leader or Team member completing >350 projects... that's a powerful culture change! Local leadership teams were grown to own their project pipelines, projects and their Belts and that connection moved their KPI/KPM's and saved >$10 Million and >1.25 Million person minutes in time savings. Projects were always visible and shared across the system via KaiNexus. Local leadership celebrations were held for every project completion and ~10,000 employees contributed to that celebration with > 200,000 likes, comments and reads via Yammer.My team and I are proud to have championed this deep culture change through very personal connections, one leader, one belt and one project at a time. We accomplished our goal of a self sustaining Performance Improvement Culture and so are proudly moving along to our next great challenge.

Innovation: Developed and implemented a company-wide set of Innovation processes that over the next 3 years engaged > 90% of all employees producing over 50,000 interactions (ideas, comments and likes) and driving numerous implementations, both large (Strategic Initiatives) and small (incremental improvements). Project Management: With the front end of the Innovation processes building momentum and producing solid results, efforts to turn ideas into action took priority and led to many successes. Each new implementation provides a deeper knowledge of the processes and people. Particularly enjoy leading implementations for new products / brands and those that span multiple departments / networks... Check out CrashedToys.com!Data Analysis: Sought out as a resource to take large data sets and add immediate value by finding the new, pertinent trends and statistically significant differences.Learning: An avid reader that constantly networks with other Innovation leaders, especially with Insurance customers, to learn and drive involvement, improvement and execution.

Hired to build and implement a new Operational Excellence program across all 1100 Stores. Quickly built strong relationships with Store leaders and Associates while studying many Store processes including: Catalog Pickup, Cash-room, Store Leadership, Recovery, and Monthly SET change of mannequins, graphics and pricing. Extensive “Hands-on” process observations (>400 hours), Kaizen events and coaching Lean and 6-sigma tools and techniques were used to drive significant Savings across the JCP network in Q1 2012.

Building, coaching and developing a strong International team of Supply Chain Analysts focused on driving business results through Metrics development / standardization and execution / process improvement. Established quarterly Supply Chain Operations Review process with Commercial leadership from each business. Implementing a metrics improvement strategy that includes score cards, additional metrics standardization and the next generation of tools.

Repeatedly sought out as leader to solve difficult and complex problems. Leveraging deep supply chain, Lean 6-Sigma and Change management skills to drive significant results including in the past year 25 MM$ in Working Capital and 12 MM$ in S&A costs. As part of a small team of MBB's, built & delivered Green Belt (80 hrs) and Black Belt (160 hrs) classes. Able to succeed across all levels and functions on a variety of efforts including Corporate level minimum cash project, leader of Site Safety council and leader of site Employees Club.

Lead numerous improvement projects across all aspects of Supply Chain including: MRP Master Data defect reduction that improved Planning (Inventory) and Execution (Customer Service) and End-to-end Purchase to Pay for Raw Materials and Consumables that streamlined order placement and invoice processing.

Led an international Planning Team (7 US and 6 European) to many successes, such as:Repeated year of year reductions in Inventory: 3% of Sales in 2001(6.6 MM%) and 2% of Sales in 2002 (4.3 MM$) through implementation of Supply Chain fundamentals. Additional Inventory reduction of 1% of Sales (2.4 MM$) in 2003 by adding a Six-Sigma COPQ approach. Also reduced Logistics cost 50% (3.5 MM$) through COPQ approach.Implementation and continuous improvement of S&OP process across three business lines.Scoping and purchase of a Multi-Echelon Inventory Optimization tool for largest Business.

Led business strategy development, implementation and adherence, capital expenditure planning and team development for a global business team with 250 MM$ in Sales and 7 manufacturing facilities in three countries. Successes included: Sustained growth CAGR of 5% per year 1996 to 2001 including M&A Activities

Building on a strong foundation of Process, Process Control and Production engineering I quickly advanced into leadership roles including Operations section leader with 4 Production engineers, 2 Operations specialists and 30 shift workers. Followed by Quality Assurance / Laboratory section leader while running a multi-site division level complaint and process improvement project.