Frank Watts Email & Phone Number

Cleveland, OH, US

Franklin, Tennessee, US

• Responsible for multi-site labor and non-labor budget, site level mentorship, and expansion of facilities in Ohio. Additional responsibilities include managing five Executive Directors across five locations (two.
• Managed a team of five Executive Directors across five locations. Locations include line level staffing from 40-60 individuals and 50-75 patients at each location.
• Set the direction w/ admissions to reduce ASA/AMA by 30% due to gender care facility treatment.
• Direct communication and direction to the implementation team for upcoming buildings. Reducing opening spend by removing unnecessary equipment and providing site level visits for inspections during the construction.
• Responsible for Executive Director and management hires at all locations in Ohio.

Seattle, WA, US

-Manages a team of 1000+ Associates (peak staffing), 19 Area Managers, 7 Operations Managers, and support staff team members responsible for all aspects of a 300,000 square foot building.-Works closely with support staff (HR, Finance, Facilities, Safety, IT and other Sr. Operations Managers) to build and secure support and resources for projects and.

Seattle, WA, US

• Provide leadership to operations teams with experience managing multiple Area Managers with up to 250 associates across multiple shifts. Develop performance goals to support corporate objectives and align accuracy and.
• Perform ongoing analysis and collaborate with cross-functional teams to develop operational process improvements that improve accuracy of third-party transportation scheduling, tracking, visibility, and planning across.
• Reviews work forecasts and determines the productivity requirements to produce during the day to meet the overall building objectives.
• Successful launch team member for new locations Columbus OH, Shelby Township MI, Akron OH. Established processes, standard work, hiring critical staffing roles, volume planning and forecast.

Seattle, WA, US

• Delivered over $75,000 in cost savings for the facility by implementing inbound receiving process improvements in special handling areas for prep and case functions.
• Led bi-weekly meetings to partner with other shift managers to align building goals with department specific task.
• Key member of the team that launched two new facilities in Ohio and deployed best practices to assist new building launches during their training periods at CMH2.

US

• Provided outstanding customer and financial services to support the Air Force’s war-fighting mission to a base populace of over 1,000 military and civilian members
• Prepared various reports, provided customer service, maintained financial accounting records for pay and travel transactions, and input daily military pay records
• Facilitated monthly training on updates and changes to regulatory guidance to over 30 unit travel liaisons ensuring accuracy and compliance is maintained and followed
• Managed and mentored over 20 unit members on career path progression and personnel developmental plans
• Conducted weekly pay audits with over 250 transactions ensuring documents are valid and input correctly
• Appointed as the only base Financial Improvement and Audit Readiness representative, responsible for reporting audit readiness policies and procedures mandated by the Secretary of the Air Force to ensure audit compliance

• Supervised over 40 armed personnel providing security to the base populace and military aircraft
• Planned, organized, and conducted core task training for monthly Unit Training Assemblies (Drill Weekend) and Annual Training periods for over 70 personnel in accordance with Air Force Instructions
• Maintained accurate training records to ensure proper and timely training for career progression
• Coordinated logistics, equipment requirements, and personnel accountability during unit training exercises
• Developed and improved an 18 month training cycle plan that eliminated administrative waste and improved the accuracy of records that allowed for additional training periods for unit deployment capabilities and unit.
• Ensured 100% accountability of units inventory prior to and after base realignment and closure in 2011, including sensitive equipment valued in excess of $1M