When standing in a rental or building commons we can repair almost any surface you’ll see. Common damages we repair are: scratches on engineered and solid wood floors, gouges in vinyl plank flooring, knife cuts and burns on laminate kitchen countertops, burns on ceramic cooktops, cracks in bathtubs and showers, scratches on stainless steel, and chips in tile.

To where?Adonde is a consulting firm that believes answering this question is among the most pressing for organizations facing a post-COVID world. The question lies at the heart of every organization's journey and helps chart a path from where they are to where they want to be.Adonde offers services including:Program ManagementStrategic CommunicationsCustomer Experience ConsultingMission Support

Designed and implemented full suite of Human Capital Management, including HRIS, Applicant Tracking System, recruiting and compliance policies.Implemented IT standards across growing company and designed and implemented security and privacy standards.Oversaw 300% corporate growth through recruiting and hiring.

• Leads program portfolio for Health customers including the Benefits Coordination and Recovery Center; Retiree Drug Subsidy contact center; Adventist Healthcare system infrastructure; Durable Medical Equipment, Prosthetics, Orthotics and Supplies (DMEPOS) Claims Processing Maintenance; CMS Virtual Infrastructure Enterprise Services program. • Managed the CARS (Cash for Clunkers) voucher processing program with 4000 employees that processed over 250,000 applications within 1 month.

• Extensive experience in responding to inquiries to Integrated Acquisition Environment (IAE) program for GSA, which worked with 68 agencies across the Federal Government. Responsible for preparing responses to inquiries from Congress, OMB as well as the White House.• Provided consultative leadership to the Program Management Office at the Integrated Acquisition Environment (IAE) focusing on continuous improvement methodologies, documentation and metrics collection. Integrated the Catalog for Federal Domestic Assistance (CFDA) program into IAE portfolio. Provided implementation leadership for the new FBO.gov system through program management, communication planning, and user base support during transition. • Supported Acquisition Council of Executives meeting of government procurement executives that set strategic vision for the Integrated Acquisition Environment.

• Implementation/Transition Manager for all new projects including Federal Trade Commission Consumer Response Services (Do Not Call Registry, Contact Center and Consumer Complaints system) and U.S Citizenship and Immigration Services (USCIS) National Customer Service Center. Won Lockheed Martin’s highest award (2007 NOVA Team Award) for work as Transition Manager on the USCIS Contact Center. • Managed the LM21/Continuous Improvement (Lean/Sigma) organization for business unit. Led ISO Certification processes for all facilities operated by Contact Center Solutions.• Designed and implemented a transition tool-kit to facilitate quicker, lower cost transitions of major contact centers, which included standard training, workforce management and quality assurance modules. Led location and facility strategic planning for Contact Center Solutions.• Led all talent management activities for the division, including the creation of a High Potential program and succession planning efforts. Implemented strategic hiring initiatives related to NISH and NIB partner organizations through the creation of strategic alliances with local Ability One programs. Managed business rhythms within Contact Center Solutions related to corporate reporting, project scheduling and PMO functional oversight. Reviewed all planning and financial analyses developed for the Contact Centers division projects.• Acted as division Financial Manager. Provided support to Business Development activities including pipeline development, proposal review and pricing support.

• Lead team of 4 analysts in Business Operations analysis efforts for division with $150M annual revenue. • Realigned Business Operations staff to increase staff utilization by 14%. Worked with team to create training resources and mentoring program for new Business Operations staff.• Provided guidance and oversight to all three Business Program in overhead analysis and cost-cutting measures resulting in a divisional decrease in overhead costs of 12%. • Performed a Days Sales Outstanding (DSO) assessment with Sector Controller. Implemented new invoicing process within Division which cut invoicing time by 10 days. Implemented new collection support and Project Management guidelines which assisted in an overall decrease of 13 days to DSO.

• Developed and implemented strategic initiatives for the AspenCRM division.• Revised process for tracking and maintaining Key Performance Indicators (KPIs) for division focused on staffing/retention, agent/individual and team performance, and financial metrics.• Worked closely with Human Resources to develop and implement talent hiring plans that decreased attrition by 15%. • Performed and/or reviewed all planning and financial analyses developed for the AspenCRM division including attrition, cost of benefit, and operational analyses and ad hoc ROI and capital expenditure reviews. • Responsible for financial management of division worth $16M/year. Redesigned cost allocation structure of overhead accounts for AspenCRM division. Led all cost proposals and pricing efforts for AspenCRM division. • Performed market/competitor analysis to determine potential opportunities and competitive strengths of marketplace.

• Led the Office of Naval Research Summer Faculty Research Program/Sabbatical Leave Program (ONR SFRP/SBL) and NASA Faculty Fellowship Program (NFFP) with over 150 placements per year from over 1000 applications. Improved marketing and outreach for programs by through development of mass mailing, mass emailing, direct print media that reached over 9,000 department chairs at academic institutions throughout the U.S. • Managed and improved information and application processing procedures for ONR SFRP/SBL and NFFP to provide better website, improved electronic collection of applications, and completely electronic dissemination of the applications to the proper research facilities. Financially managed both direct and indirect cost functions for both programs.• Financially administered NDSEG Fellowship program (including stipends and tuitions) and FutureTruck Funds. Re-engineered databases for NDSEG and FutureTruck programs for easier and more reliable data access.

• Initiated the IP Network Installation team.• Re-engineered the provisioning and installation process for the core IP network circuitry, the OC192 (10Gbps) IP overlay backbone, VoIP & FR/ATM convergence trials, Cyber center uplinks, KPN/Qwest peering circuits and network regroom projects• Effectively cut provisioning process time of IP network circuitry from 3-month interval to 5-day interval.• Coordinated the efforts of IP Implementation, IP Customer Provisioning and IP Network Engineering to promote better communication and cross training. • Designed and implemented process for provisioning of IP network access circuitry (created engineering orders, routed narrow and broadband circuits, sent CLRS, completed sonet routing/cross connects, optioned DCS equipment, tested circuits from DCS to IP router).• Pioneered the provisioning process for new customer products such as VPN and VoIP.