Trained all Tampa new hire associates in AMH policies and procedures- Standardized the quality control process for the Tampa market- Directly supervised a team of superintendents, ensuring quality control and addressing concerns and issues that arose on the various sites- Designed the superintendent training module that is now used as the standard nationwide and worked with VPs nationwide to institute- Acted as community launch liaison, responsible for creating presentations regarding key features of proposed new communities to showcase to company leadership- Inspected every home built in the Tampa Division for quality and made final certification decisions determining whether or not homes were ready to turn over for leasing- Supervised all construction activities for active home sites in the Willow Walk, Camden Woods, Spring Rose, and Belmont Glen  projects, with a personal carry load of ~30 active construction homes - Responsible for all Land based concerns and warranty issues, including those left unfinished by the previous superintendents.

Supervised all construction activities for active home sites in the Trevesta project, with a carry load of 22 active construction - Responsible for all Land based concerns and warranty issues, including those left unfinished by the previous superintendents.

- Managed all aspects of new home construction, from pre-start throughclosing and beyond- Controlled flow of 37 active job sites split between two communities

• Managed all aspects of new home construction, from pre-start throughclosing and beyond• Vitalized a community I was assigned to that was suffering from nonexistentleadership• Boosted customer satisfaction H2 survey scores from 72.3% upon myarrival to 98.6% within 1 year• Optimized construction schedules to bring 83% of homes underconstruction to completion under Cycle Time, a significant increase fromthe 17% completion rate prior to my arrival• Fostered a focus on safety that resulted in a perfect safety record of 0injuries during my tenure• Imposed a strict adherence to all Company and OSHA safety guidelines,resulting in a 100% Safety Audit Score in the Fall of 2016 for one of mycommunities, and a 99.34% overall Safety Audit Score for the year of2016 - both scores were the highest in the Division• Motivated vendor adherence to quality and scheduling standards that hasresulted in 2 vendors on the verge of losing their contracts increasing theirquality to the point that they have both received additional projects

• Supervised 12 employees in a 10 bay facility with a total annual sales inexcess of $2 million• Instituted several non-standard shift rotations, job assignment, and teamevents to increase employee morale and productivity• Orchestrated consistent year-over-year increases through a constant focuson the customer experience, needs-based recommendations, and skillbased job assignments• Generated a $187,000 profit increase from 2014 to 2015 while the nextclosest store in the Area was only able to must a $11,000 profit increase,and all other stores declined• Fostered a culture of retention, with an average annual turnover rate of8%• Mentored 3 employees new to the company to be ready to run their ownstores within 2 years

• Adhered to all curriculum standards set by the Sarasota County SchoolBoard and the State of Florida Department of Education• Instructed 5 classes a day with an average class size of 23• Designed innovative methods to engage students in literature and historyHeld active readings of Shakespeare at the school's outdoor stagerather than in the classroom to help students absorb the material in theenvironment it was designed for• Facilitated a peer lecturer series, in which students were assignedspecific individuals or events and prepared lectures to share theassigned topic to their fellow students