During this role, I oversaw all facets of client relationship management and service, delivering real estate, interior design, and healthcare services for elderly organization clients. I collaborated with sales teams and cross-functional leaders to develop and implement comprehensive strategies fostering enhanced revenue generation, business development and retention, and organizational growth. I also maintain high quality customer service, leading internal team members to deliver cohesive and positive experiences.• Prospect and identify new opportunities, leveraging cold calling, networking events, and referral pipelines to meet and exceed sales goals.• Forge partnerships with potential clients to outline business needs and goals, driving successful sales closure and client management; develop proposals and contractual agreements, accordingly.• Establish sales market, quotas, and goals, working with suppliers, alliances, and clients to deliver effective solutions and strategies.• Evaluate market trends and statistics to tailor sales strategies and client services, fostering competitive pricing, continuous growth and success.

Here, I spearheaded a team of five operations managers and relocation managers, coordination sales and operations initiatives and facilitating development of organization policies.• Delivered $420K in monthly revenue during tenure by running a market of 80+ employees in moving services, move management on the operations side, and a dedicated sales team, including client service reps.• Developed a highly effective team, providing continuous training and development initiatives to foster improved performance, as well as ensuring compliance to established best practices and SOPs.• Evaluated existing operations to identify inefficiencies, implementing process improvements to streamline workflow and meet financial and performance metrics.• Prepared and approved accounting analysis for budgetary planning and implementation, production efficiency, financial reporting, budgetary planning, and capital expenditure submission.• Cultivated company image through collaboration with customers, accounts, community organizations, vendors, and employees; fostered business retention and brand loyalty.

In this role, I maintained full accountability for 22 direct reports across 13+ locations across Northern Virginia and Central Maryland, generating $15M+ annually. I also monitored daily operations to ensure adherence to brand and operating standards.• Reinvigorated a district ranked tier 4 and #20 in the division to #3 in the division at tier 1.• Contributed to RFP, RFQ, SOW, PWS, and SOO documentation in support of procurement services, providing key insights on strategies and objectives to ensure alignment.• Communicated with customers to foster relationships, responding to needs, inquiries, and presenting solutions and services, resulting in increased cross- and up-selling.• Conducted monthly property audits to ensure compliance with operational standards and safety; implement corrective actions, as needed; achieved 95%+ compliance with minimal issues on annual property audits.• Mitigated turnover to under 30% annually, achieving growth in Cash basis Revenue each year by 2% per company goal.• Negotiated and administered contracts for services of security, elevator maintenance, sprinkler systems, HVAC Maintenance, pest control, landscaping, snow removal, trash removal, and other services.• Leveraged financial reporting and analysis to determine necessary process improvements and changes, optimizing cost controls and profitability.• Scheduled and conducted monthly auctions to maintain 30-day+ delinquencies under 3%.

In this role, I was responsible for overseeing a $72 million store logistics process that processes 42,000 cartons of merchandise per month, including managing 11 direct reports ranging from the Logistics Operation teams, presentation/price accuracy, and facility management. I ensured the employees operated with a urgency and accountability that aligns with company culture. • Inherited a store ranked 6 out of 8 in our district and 30 out of 50 in our group regarding backroom location accuracy, trailer lead time, and in-stocks. Resulting in number 2 in the district of 10 stores and number 9 in out the region of 44 stores. • Repaired and improved a broken replenishment process by adhering to company-established programs, innovating new process improvement plans, and utilizing strategic scheduling, resulting in a 70% reduction in freight lead time to floor. • Improved team engagement scores by 30%, halved employee turnover by establishing quarterly 1:1 meetings with Team Leaders, applied meaningful team recognition, and clarified career paths while following through on commitments.