Oversee and manage the introductions of MBX Biometrics to high level executives to increase security at their locations and build a rapport with the gaming industry. Manage hospitality operations of the company. Develop strategies, and ensure exceptional experiences with MBX users.

Advise and market to others, natural products and supplements, while directing people to the best products made in America. Maintain a large network. Organized and track contacts and work on large volume outreaches to thousands of people. Analyzed the individual needs for each person by conducting research and personalizing an optimal route for success.

Designing, planning, and managing an effective Security teamPrioritization and collection of schedules, PiLB guard cards, Handle recruitment, employee onboarding, training, and maintaining security policies. ADP- QuickTime - Workforce Write security policy and conduct meetings training etc. Oversee HR operations for the security team and ensure compliance with security protocols.

Left so I can continue to look for full time employment in Human Resources. LegalMatch is a leading legal technology company known for our innovative solutions and unmatched customer service. We are dedicated to making a difference in the legal community!

Managed the Configuration Management Office (CMO) and Project Management office (PMO). Improved Vendor administration and coordination of renewal of all contracts related to IT. Created a new process to track contracts in a database to maintain on-[time renewals with vendors. Software, product and services, upgrades, etc. Licenses to service machines, equipment, support and upgrades including current and upcoming projects with all vendors. Wrote and initiated the CAR's (Contract Approval Requests) for administration for new projectsCame in and reduced huge back-log of contracts by creating new tracking process and working with administration to get the contract process streamlined. Built relationships with vendors, business partners, administration, IT department and others hospital staff. Evaluate cost savings by comparing contracts, adding in and update language in contracts for future use.Managed IT projects in the PMO office and coordinated the implementations of new software, hardware, equipment, etc.

Manage, develop and maintain the LMS for UMC HR as well as managed the e-learning for 4000 plus employees for annual mandatory trainingDevelop and create fun, and enthusiastic training classes, coursework both on-line and in classroom for employees, vendors, contractors, volunteers, etc. Created needs assessments driven by UMC administrations wants of what training was needed and then create and develop coursework driven by the assessment. Create and develop communications course work including those practices as it relates to Just Culture, Employee Communication, Managing employee evaluations, and more.Prepare effective training and communication materials for all levels of employees at the hospital including any topics that were needed based on new Joint Commission standards. Create and develop a Leadership Bootcamp for all levels of leadership at UMC. Eight-week course that met 4 hours once a week and topics were changed according to needs of assessment done after classes. Coordinate a meet and greet with CHRO for employees that attended new hire orientation and had comments or suggestions on classes and intake process.Make effective oral presentations using PowerPoints, videos, classroom games, interactions, tests, small groups, etc. Created, maintained and built relations with the UNLV Health Care Administration team and trained and developed UNLV HCA interns. UMC took more interns than any other organization in the valley and we worked with 15-20 students per semester; including master and bachelor students.Managed programs for education with outside partners such as CCSD on Project SEARCH, UNLV Health Care Administration program, Roseman University and College of Southern Nevada. Administrator for the on-line system that we used to do management evaluationsAdministrator for the WorkSmart program which was an employee suggestion worksite. Met with administration on employee suggestions to solve the problems they put in the system.

Implement, plan, design and develop the Enterprise Resource Planning System (ERP) using the SAP Software for Clark County. New Financial and HR system used across all governments associated with Clark County. There were only 3 Senior ERP Analysts from UMC out of 4000 employees and I was one of them.The Change Management Team prepared reports after analyzing business processes for all departments across Clark County. (RTC, RFCD, CC, UMC, McCarran and Metro)Implement change for how they needed to work to adapt their new business processes and also train and complete the new software (SAP). This includes employees at every level that were impacted by the software, including directors, CEO’s, CFO’s. EVS, Food services, etc. Create, develop, implement plan and design training materials for all of Clark County to implement their new business processes particularly as it relates to Purchasing, Requisitions, Warehouse planning and finance. I was ahead of all other change management team members and had to assist others in their processes because of my tenacity to finish and excel in my work. Set and maintained goals during the stages of development to meet our go-live date of 11/1/2005.Developed, planned and designed all training systems for said modules, and curriculum and registered/scheduled all employees for over 8000 hours of training. Reviewed each functional area after implementation and did training and development to share with all users that were impacted by the change. Worked directly with IBM, and the Project Management Team on changing processes as necessary. Excelled at maintaining UMC’s business processes and development to ensure alignment with the new system including writing hundreds of policy and guidelines, new procedures and other processes as deemed necessary and appropriate.

Responsible for working closely with the patient accounting team to ensure a positive customer experience for patients and a maximization of revenue for the hospital. Managed staff to make sure we maintained good customer satisfaction & ensure that the individual needs of the customer/patient are met. Supervised patient accounting staff for UMC, a multi-million dollar hospital. Reviewed and analyzed billing and claims reports; ran reports and shared with administrative staff. Attended JOC (joint operation committee) meetings with payers and insurance companies to work out claims issues, especially when trends were taking place of non-payment. Reviewed contracts of insurance carriers and made sure claims were paid appropriately. Evaluated employees, did work plans, goals and implemented change when necessary to help the employee succeed in their job. Worked directly with various payers through 2 conversions of software implementations which included training staff and using the new software. Developed audit plans to resolve complex billing and collection issues. I wrote financial and technical reports and shared with various people throughout the hospital to improve cash flow, customer service and various other processes. Worked with Director on budgets and processes. Worked directly with HR on reviewing resumes of potential employees sometimes 100-300 applicants at time to ensure we were hiring the best employees.

Worked as a lead EFC to get pay sources for patients that didn’t have one. Implemented a 30 day calendar process to use house-wide for tracking patient applications for assistance with various payers such as Medicaid, Medicare, Clark County, VA, Cobra and other payers such as Victims of Violent Crime and various automobile insurance companies.. Worked with Social Security, Clark County, Nevada State Welfare and other professional agencies on an independent basis. Gathered information related to applications for public assistance programs. Obtained eligibility documentation from patients and worked directly with the agencies above to get them assistance for their hospital bills to be paid. Maintained caseload for all ongoing cases, including processing changes to cases and ensuring client service or patient issues were resolved.I was also sent as a lead to start, develop, implement and create the Baby Steps program. One nurse and I were responsible for creating the program to help moms who didn’t have a pay source or who needed other things during their pregnancy. Our program was such a success that we were moved under the Maternal Child Services department and the Family Resource Center was created. We moved there, created the building, created the programs, bought all the products needed for the program to succeed. When I was acting there as a lead, there were many problems in the business office with patient accounts and the lack of payments for Medicaid so my director asked me to move over and take over as a lead there and I was eventually promoted to Manager after 7 months.