Supported the regional engineering needs on the Anthem account overseeing the facility management of offices throughout the Northeast and Midwest.

Manage the daily and strategic long term facility operations of the 1.6 million sq. ft. Procter & Gamble worldwide headquarters located in Cincinnati OH as well as the technical centers located in Westchester, OH. Directly responsible for the productivity, safety and comfort of over 4000 staff and contractors who work throughout the sites. Control an annual budget of $40 million dollars by providing forecasting data to the client and communicating with the P&G siteleaders to identify cost savings opportunities and strategic use of resources including contract labor. Oversee all facilities, space planning, business support services, physical security, emergency preparedness, and building improvement projects while delivering business results aligned to client objectives. Coordinate the activities of space management, project management, capital planning, dining services, cleaning and physical security to ensure a safe, clean productive facility to drive employee experience and encourage staff productivity.

In this position I oversee strategic long-term and daily operations of multiple PwC offices and facilities throughout Ohio, Indiana, and Kentucky that host 800 partners and staff and a $320M revenue across a regional market. Hold full accountability for all facility related requirements, P&L, real estate and infrastructure needs, lease administration, employee satisfaction and engagement, revenue and reporting. I also Administer annual operational budget of $7M for labor, real estate costs, and facility related items. As a partner with market leadership, I play a key role in solving complex issues of a geographically diverse area, addressing and resolving challenges as well as communicating and discussing operational issues. I also serve in the delivery of numerous projects such as corporate responsibility needs and community involvement. Some of my key accomplishments include:• Partner with Human Capital leaders in designing and launching localized programs aimed at building cohesive staff teams and enhancing productivity.• Coordinate with functional leaders in succession planning and identifying candidates for role transitions.• Actively participate in talent acquisition process through face-to-face and board interviews with candidates from Miami University, Ohio State University, and Indiana University.• Liaised with architects, project managers, and contractors in design, move, and relocation or renovation of five out of six offices that affected 750+ of 800 in market Partners and staff; oversaw aggregate real estate construction budget of $14M for project.• Successfully saved $1.5M (10%) of aggregated construction budget across market through expert negotiation, vendor supervision, procurement, and project management abilities.• Collaborated with local and national leadership in managing market revenue goals and reporting requirements for a “Big 4” accounting and consulting firm.

As a Senior Manager I managed overall processes for space and real estate needs of seven practice offices and 3500+ partners and staff members throughout DC area. I communicated with and built positive relationships with seven landlords from each office, ensuring proper facility care in alignment with PwC standards and lease agreements as well as staff wishes. I also coordinated with third-party labor contractors regarding timely and accurate fulfillment of reprographic and copy center needs. Some of my key accomplishments include:• Project managed a $900K renovation project in McLean for additional partner offices and conference spaces resulting in more internal meeting spaces and an annual savings of $200K+ for firm.• Led integration, change management, and branding of two additional companies acquired in November 2012; oversaw and participated in the training, integration, and branding of these companies resulting in partner and staff increases over 200.

I directly supported partners, directors, and managers across three offices and coordinated efforts that engaged support staff and built competencies in meeting expectations. I closely collaborated with Partners and Managing Directors in cultivating administrative staff support roles that helped increase engagement margins and enhance firm profitability. I was Instrumental in on-boarding process and integration of new team members acquired through acquisitions of smaller consulting firms. Some of my key accomplishments include:• Instrumental in coaching and mentoring multiple staff members with capacity building resulting in multilevel staff assuming higher-level and leadership roles within company.• Liaised with team in transitioning over 40 administrative staff members to a business support team model moving from a people ratio to a transactional model resulting in significant cost reductions through head count reduction and efficiency increases.

In this position, I directed financial performance of two multi-family properties with a total 890 units and $19M combined annual revenue. I Supervised a 34-member team that included two service managers and two assistant managers, delivering competencies in hiring, performance management, annual and mid-year staff reviews, and comprehensive training. I played a key role in enhancing the overall resident satisfaction and renewal statistics through building customer-centric teams, delivering timely repair of areas previously ignored throughout the community, and following up with residents regarding long-standing issues. My management of capital budgets and projects guaranteed property longevity through timely and precise project completions. I collaborated with Cushman & Wakefield on marketing initiatives, conducted investor tours, generated time-sensitive reports, and negotiated with key vendors achieving an annual expense savings. Over my tenure the property value increased by $50M reaching an estimated value of $210M by 2010. Some of my key accomplishments included:• Conceptualized and initiated optimization of move-in rents based on seasonal demand and exposure which increased Net Operating Income by $575K in 2009 and $460K in 2010.• Managed capital projects involving $500K chiller upgrade and $80K Fitness Center upgrade.• Oversaw successful $250K ADA unit rehabilitation project for 200 units requiring compliance to ADA codes.• Developed and negotiated vendor contracts that decreased expenses and cultivated vendor relationships resulting in over $50k of annual cost reductions while improving service and procurement efficiencies.

In this position I held full responsibility for front office operations involving front desk, concierge, bell staff, and valet parking for a 432-room hotel with an annual revenue of $20M. I was instrumental in recommending and launching numerous programs and initiatives that drove guest satisfaction, employee engagement and guest loyalty ultimately netting repeat customers.• Spearheaded multiple guest satisfaction initiatives in collaboration with internal and external resources resulting in year-over-year Guest Satisfaction Scores increasing from 84 in 2003 to 91 by year-end 2007.

In numerous roles throughout my early Marriott career I spearheaded operations excellence and maintained Marriott Standards. I led large and diverse teams and lead them to be the best teams they could be. During these roles, I experienced labor relations, employee satisfaction planning and several other key Human Resource competencies that I was able to hone over the course of my Marriott career. It was during this time that I took an active role in my career working 5 separate and diverse roles within Marriott International over this time.