Lead strategic direction of the Operational Support team for $3B+ Healthcare and Seniors Hospitality groups. Dynamic team comprised of industry experts in the following: - Category Management- Industrial Engineering- Mobilization and DeploymentOur teams drive Operational Excellence through the change management lifecycle and are impacting quality and growth by delivering: - process and productivity improvement- quality assurance, safety and compliance- labor, food and overall cost optimization- other continuous improvement projects or projects related to new sales, expansions, and growthRobust Industrial Engineering expertise delivers innovation for targeted client opportunities and overall Segment. Centralized Mobilization and Deployment team directs expert resources that support new business and existing clients across North America.

Consulting with entrepreneurial and established B2C and B2B organizations on operations structure and performance management, employee and customer retention, and subcontractor relationships. Industries include retail, education, construction and property development. Leverage dispersed operation, people leadership, project management and financial acumen to provide matrixed solutions that drive growth and culture.

Led Healthcare hospitality division in Central United States, with volume over $500M. Managed 16 direct reports (vice presidents operations/district managers) and seven functional indirects (finance/HR/marketing). Role focused on strategic planning, operations management, stakeholder relationships, and client development (60% travel). Client partners included C-suite, nursing and medical officers, human resources, finance, procurement, and support services.• Directed business redesign and strategy of retail operations, with growth within business exceeding 10% in first three years in role (pre-COVID).• Managed through unprecedented COVID period. Led client-specific efforts to renegotiate terms (client and vendor partners) and adjust operational models to COVID impact.• Significantly improved new client sales and retention over 15% by accelerating strategic concerns and collaborating to restructure the healthcare division from vertical to horizontal delivery.• Developed seven diverse vice presidents through intentional recruiting, training, coaching, mentoring, and exposure.• Consistently recognized for excellence in culture and retention, including during COVID environment.• Strategic resource to consult and collaboratively repair relationships with critical clients outside of core responsibility, including CPMC (CA), UPMC (PA), University of Michigan and TUKHS (KS).• In 2018, called on to manage strategic, at-risk businesses in California, Kansas, Nebraska, New York State and Pennsylvania. All businesses successfully enveloped into responsibility.• Consistently exceeded new client sales efforts. Negotiated signature wins including Indiana University, University of Illinois Chicago, East Alabama Medical, and University of South Alabama.• Vertical/Horizontal cross-selling growth over 10% with key clients, including expansions at UnityPoint (Iowa), NorthShore (Illinois), Cleveland Clinic, and Louisiana Children's Medical.

Transitioned after stabilizing West Region. Led Corporate hospitality division in central United States at over $300M. Managed 18 direct reports (vice presidents operations/district managers) and five functional indirects (finance/HR/marketing). Role focused on strategic planning, operations management, stakeholder relationships, and client development, with 60% travel. Client partners included C-suite, human resources, procurement, and support services.• Directed region successfully through business unit restructuring, expanding territory, and reduction of resources. Total overhead savings over $1.5M.• Partnered with internal and external marketing leaders to develop "Activate" brand and was first to launch within region's clients. Post brand implementation retail growth over 15%.• Innovated labor strategy by leveraging cross-company resources, resulting in over 5% net labor reduction (part-time labor construction) and enhanced cultural impact.• Mentored three direct reports to executive-level promotions (peers) within organization.• Sold several key new client businesses as benchmarks of company brand partnerships, including Nationwide Insurance, Deloitte, and Toyota Motor.• Expanded vertical and horizontal relationships at key strategic partners 3M, JPMorgan Chase, Eli Lilly, and UHG.

Promoted to stabilize Corporate hospitality division in Western United States and USAF relationship, largest geographic region in division, with volume approximately $200M. Managed ten direct reports (vice presidents operation/district managers) and five functional indirects (finance/HR/marketing). Role focused on strategic planning, operations management, stakeholder relationships, and client development, with 80% travel. Clients included large international systems (American Airlines/Boeing) to small corporations.• Implemented successful business strategies including remodeled retail operations, guest partnerships, labor modeling, and third-party renegotiation of uniforms, resulting in 150 bps savings.• Expanded responsibility to include company’s military operations in North America (Seven bases across the U.S. with volume approximately $80M).• Repaired several key client relationships, including Boeing, Northrop Grumman, and American Airlines. • Sold strategic new business with State Farm (Arizona) and Dell (California).

Led $180M retail, food, and facilities operations in Corporate hospitality, Specialty Markets (recreation/museums) and Conference Center environment throughout United States (14 district manager reports). Role focused on operations management, stakeholder relationships, and client development, with 80% travel. Clients included international systems (UHG/Citibank), conferencing facilities, small colleges, corporations, and museums. • Managed key automotive sector successfully through 2009 recession; maintained all strategic relationships with Toyota, GM, Ford, FCA, and Honda.• Drove process improvement venture resulting in innovative modeling of services, including sourcing, retail programming, and labor structures, leading to 800 bps margin turnaround.• Won several signature accounts, including FCA, DTE and Dow Chemical.• Leveraged portfolio performance to win company's largest facilities client at General Motors (over $100m/year). • Negotiated only part-time United Auto Workers contract in history.• Developed company's guest restaurant program with local restauranteurs, an industry-leading initiative to broker small and minority businesses. This program is now key platform for company.• Promoted two direct reports into peer positions upon promotion to RVP.

Led finance and project management duties of Corporate hospitality division for $250M retail, food, and facilities operations in corporate specialty markets (retail/museums) and conference center environment throughout United States. Managed three direct (financial analysts/project managers) and 15 indirect reports (district controllers). Role focused on financial reporting and analysis, operations support and management, client development, strategic planning, and administration leadership, with 40% travel. Integral contributor in redesign of automotive sector business strategy (after years of losses), resulting in $3M profitability turnaround. Implemented matrix field financial structure driving compliance, accuracy and career growth.

Managed corporate project management team of three reporting to director of projects and internal audit. Role focused on direct project engagement, team support, strategy development for projects to aid organization, financial audit engagements, and administration, with 25% travel. Reduced company usage of consulting firms for similar work and saved $1.6M annually. Developed three internal promotions throughout company from team during tenure. Saved over 1.5M hours in store environment and $22M in labor costs through development of analytics-based store receiving process.

Senior analyst in corporate project/audit management team, with role focused on direct project engagement, financial audit engagements, and administration, with 25% travel. Projects included marketing "roto" (Sunday circular) analytics, store closure procedures, supply chain diversion, vendor slotting allowance maximization, and year-end financial audit support. Functioned as active participant in Y2K efforts across corporate IT platforms within organization; worked with software developers to ensure business continuity. Identified significant legal issues surrounding vendor slotting allowance process, resulting in restatement of financial results.

Senior audit/assurance auditor focused on specific clients, including healthcare, agriculture, manufacturing, and retail.

Senior audit/assurance auditor focused on specific clients, including automotive and insurance.