Responsible for leading a team of 5 direct reports that conduct data driven analysis and reporting of key market, marketing, and recruitment trends/KPI’s to cross functionally develop strategic initiatves aimed at improving learner, process, partner and start outcomes. Experienced in enhancing relationships with our clients through deep understanding of performance, opportunities, and mitigation strategies. Responsible for the staffing, training, development, and performance management of ~100 total reports in a high-touch consultative sales process. Experienced in and responsible for the end-to-end development of annual start budgets and the strategies required to achieve targets. - Performed cultural, operational, and analytical deep dives to identify strategic opportunities for change and improvement culminating in 51% improvement in key stage-to-stage conversions 2018-2021- Outperformed annual revenue budget by 7.3% ($124.4MM on budget of $115.9MM) through cross functional partnerships centered around the generation of strategic initiatives improving the learner, client, and employee outcomes/experiences - Improved profit 10% year over year ($49.2MM 2021 vs $44.5MM 2020) with strong enrollment performance outpacing annual forecasts, optimization and strategic reinvestment of direct marketing budget and learner engagement strategies, and reduction of department expenses- Responsible and accountable to the development of annual start budgets across more than 20 colleges and universities and more than 80 programs.- Renewed existing contracts and successfully launched over 25 programs across 10 strategic Academic Partners- Central member of the team responsible for generating the inputs and financial modelling which inform the organization of the potential investment opportunities in new client and program opportunities - Responsible for the planning, discovery, and training required to support the installation and transition of new CRM (Salesforce)

- Responsible for improvement and optimization of partner relations and the strategic and operational management of recruitment team consisting of 20 employees across 5 priority client partnerships. Partners included University of Maryland, University of Alabama Birmingham, Case Western Reserve University, Abilene Christian University, Champlain College- Central member of cross functional team responsible for generating and implementing the strategy that improved the University of Maryland’s online MBA program ranking from outside the top 50 to inside the top 10 culminating in 65% start growth from 2016 through 2018. - Conducted competitive analysis for the University of Alabama at Birmingham and recommended admissions requirement and admissions process enhancements responsible for 45% start growth from 2016 through 2018.- Responsible for the development and delivery of semi-annual steering committee analyses directly influencing the strategic initiatives and partnership priorities to improve learner experiences, learner outcomes, and learner volumes.

Responsible for the hiring, development and performance management of 14 direct reports. Member of Campus Leadership Committee and involved in Campus Steering and Campus Initiatives and direction. Integrated with Marketing Department on weekly basis to ensure proper lead buys and lead conversions. Ensured ethical operation of admissions team on a daily basis in a highly regulated environment.- Responsible for starting 120 students on a monthly basis- Achieved monthly start targets and show rate targets since October 2015- Developed and implemented system to manage students and track engagement and progress through admissions and FA process- Improved overall lead conversion on campus by 1.75% in 4 months – 10% to 11.75%- Improved Outreach Marketing conversion by 6% in 4 months – 2.5%-8.5%- Developed and implemented referral best practice that generated 160 referrals and an 18% conversion on generated referrals on a monthly basis- Conducted weekly trainings with admissions team that focused on team opportunities for improvement and compliance best practices

Responsibilities include the development and implementation of admissions training strategy and learning program that impacts 7 campuses across 2 business units. Additional experience in creating and implementing learning programs for CSI operations for 40+ new Admissions Advisors per year and 20+ current Admissions Advisors. Facilitation and training delivery experience with Admissions Advisors, Admissions Leaders, Campus Presidents and Business Leaders.- Designed, developed and implemented new hire training program used for operations that aligned with accreditor regulations- Designed, developed and implemented tracking and completion process to ensure that all required new hires complete the training program in required time and at required knowledge levels- Facilitation experience in classroom style one-two week learning workshops and web based learning sessions- Drove the development and execution of a new Admissions Campus Presentation and supporting scripts that impact the admissions process for 20+ advisors- Executed compliance testing on all admissions staff and used results to determine process reinforcement and needed enhancements- Managing multiple school project requests simultaneously while achieving different deadlines set by each constituent- Evaluation, feedback and coaching of admissions calls and interviews to impact performance improvement in Admissions Staff

Responsible for the hiring, development and performance management of 22 direct reports. Effectively coached Admissions staff on University process in order to ensure proper communication to prospective and current students while achieving results. - Led turnaround effort that brought team from being ranked last to #1 out of 20 civilian Admissions teams in 2012 for % to enrollment and start ESP - Developed interview questions to target the Admissions Advisor profile in order to ensure proper staffing & hiring for an effective team - Compared results of call observations and reports to determine the root cause of employee performance - Championed the implementation of a referral campaign for an entire Admissions division (7 additional CDOAs and teams) that led to a 25% increase in referral generation - Drove change management in the organizational restructure of the admissions department to enhance the University’s student intake process

Responsible for generating revenue for the Chicago campus location by managing 2 DOAs, Student Management, High School Presenters and Admissions Support Staff to achieve enrollment and start goals.- Achieved necessary lead conversion, enrollment and starts goals for High School, National and Inside Admissions platforms of student recruitment - Cross-functional team leadership with Admissions, Office of the President, Marketing, Financial Aid, Registrar, Faculty, Career Services and Student Body - Ensured maximum revenue generation by filling each cohort schedule offered within a given start to maintain optimal student population levels - Organized weekly campus events to increase brand awareness in the local market and generate leads

Partnered in the development and executed CTU’s D.O.M.E. (Department of Military Education); a strategic initiative to provide support to Military specific student population across Admissions and support departments while increasing student population. - Initiated robust effort to understand Military student population and develop applicable training for front line employees- Increased Military student population to support the University in maintaining the 90/10 Financial Aid rule set by the Department of Education - Conducted Military base visits and Education Fairs to increase brand awareness of CTU Online and built relationships with Education Officers in order to increase the student population - Overachieved expected conversation rates to drive down cost per start and increase operating income