• Manage hiring and interviewing and employee growth with a staffing budget in excess of $2.5mm. Oversee performance reviews, create job descriptions, develop operational processes.• Strategically managed the integration of proprietary SaaS software with five property management platforms. Automated resident data management for 700k end users resulting in operational efficiency.• Created and scaled following teams: Customer Success, Technical Services, Deployment, and Contact Center • Developed KPIs to monitor and measure individual, team, and financial performance• Initiated project to install controls around replacement parts, reducing costs by $175K annually, in collaboration with Production and Supply Chain management• Reduced outstanding accounts receivable from $8,000,000 to $150k in less than 1 year. • Discovered quality and shipping deficiencies with the product and collaborated with production leaders to identify solutions, which resulted in $136K in savings in seven months. • Identified non-value redundancies with user notifications, non-billable service visits, and initiated a software change, saved the company $200K annually.• Initiated a service order improvement project to capture all parts and labor costs into one source, which recovered $180K annually in service costs and parts.• Main point of escalation to source, vette and grow 3rd party vendor relationships which includes assessing and pricing outsourced call center operations and price negotiation. Manage the organization and relationship for Nationwide field service vendor including invoice approval, pricing and fee schedule, contract review and performance.• Developed proactive outreach program for priority accounts, improving customer retention by 50% and generating $100K in recurring SaaS revenue.• Led a project to migrate the Customer Operations team from Salesforce Sales Cloud to Salesforce Service Cloud and automated work order processes with field service partners.

• Managed a team of 20 senior property managers, condominium managers, and customer support specialists. Conducted performance evaluations, and developed staffing and compensation plans.• Negotiated project oversight fees with condominium boards, which included a percentage of the gross job costs and billable hours of key personnel overseeing the project.• Managed the reallocation of labor across the customer support team, rewrote job descriptions, and implemented new workflows, improving customer support for Pm’s and reducing costs by $90K. • Resolved escalated customer service inquiries related to the physical appearance of properties, the performance of portfolio managers, and property management fees. • Led training and orientation programs for ten new hires on standard management fees, charging clients for additional services, conducting property inspections, and creating management reports.

• Oversaw seven HUD contracts, managed field operations across 40 states, built office and field teams of 100+, monitored performance deficiencies, implemented corrective actions throughout contract lifecycles. Managed and hired 200 staff within: Field Operations, Vendor Management and Quality Control, and centralized management to corporate office.• Stabilized a field office in Michigan, led training efforts for 30 Field Inspectors, 250 vendors, improved profits, and reduced labor costs by $200K.• Led start up initiatives for a $3M rental contract across 900 properties and 13 states, which included hiring and training 100 vendors and six office staff within 90 days.• Tasked with emergency oversight of a non-performing HUD Field Service contract worth $10M per year and increased Scorecard KPIs from 70% to 90% within 60 days.• Created and managed a Vendor Management team of five staff to enable sourcing for five large field service contracts across 18K properties, developed the onboarding process and quality assurance standards for 4.5K vendors, and standardized pricing, which enhanced profit margins. • Developed the company’s vendor training program from the ground up, resolved quality deficiencies across a six-state region, and delivered 100+ seminars nationwide on work scope requirements, pricing schedules, and quality control. • Led initiatives to win a field service contract with Fannie Mae in 2015, analyzed vendor pricing and field staff costs, and delivered presentations to the client, generated $30M in annual revenue. • Coordinated with COO and Senior Leadership team to review vendor pricing and manage service contracts • Led meetings with leadership team to review compliance with SLAs, the profitability of contracts, and quality standards, and saved the company $70K per month by eliminating unnecessary vendor costs.

• Stabilized a field office in Michigan during management restructuring, led training efforts for 30 Field Inspectors and 250 vendors, improved profits and reduced labor costs.• Led start up initiatives for a large rental contract across 900 properties and 13 states, which included hiring and training 100 vendors and six office staff within 90 days, customizing FOCUS software to integrate new operational processes, and managing compliance with SLAs by the project team.• Identified regions where vendor coverage was limited and implemented a strategy that allowed internal employees to service the areas, which improved operational performance in these regions by over 50%.• Managed a relationship with a fleet management company to purchase 100 commercial trucks. • Created and managed a Vendor Management team of five staff to enable sourcing for five large field service contracts across 18K properties, developed the onboarding process and quality assurance standards for 4.5K vendors, and standardized pricing, which improved profit margins. • Developed the company’s vendor training program from the ground up, resolved quality deficiencies across a six-state region, and delivered 100+ seminars nationwide on work scope requirements, pricing schedules, quality control, and client management.