As the Chief Executive Officer (CEO) at GlobeX Leisure and Travel I am responsible for the overall management and leadership of the organization with focus on driving the company toward new horizons, building on past successes and fostering commitment to a new strategy.

Direct Reports: 7Total Employees: 100 full time, 100+ part time Total Budget: $34 million Directed team that provided award winning services, programs, and products, to sell and market a local destination in support of the local tourism industry, four public sport facilities and fifteen County Parks. Facilities consist of 5,300 seat, 6 field baseball complex; MLB Spring Training home of the Houston Astros and corporate headquarters of United States Specialty Sports Association, (USSSA), regional soccer complex; training site for the 1994 Moroccan World Cup and MLS teams, a regional softball complex; host to many USSSA title events. And Osceola Heritage Park, a public facility that includes a 10,600 seat Arena, 50,000 sq. feet of exhibition space, and 160 acres of outdoor space; home of the Mecum Auto Auction, Silver Spurs Rodeo and Osceola County Fair. Collectively facilities are responsible for driving over $300 million in economic impact annually.

County representative for Osceola Heritage Park which is operated by SMG. Complex consists of Silver Spurs Arena, Exhibition Hall, University of Florida/Osceola County Extension Services, KVLS, Houston Astros Stadium.

Direct Reports: 5Total Employees: 1,900 Total Budget: $2 million Operating, $20 million insurance fundThis executive level position is responsible for managing the Employee Relations, Recruiting, Labor Relations, Employee Benefits, Compensation, Risk Management, Training and Development programs.Chief negotiator during collective bargaining agreements with established Fire UnionConducted union avoidance training for other departmentsCoordinated reduction in force of over 400 employees in less than two years. Moved employee health insurance program from fully insured to self-funded model resulting in millions of savings.Established management training program for all supervisor, managers, and “star” employees focusing on employment law, customer service, leadership and mentoring skills. Directed implementation team to improve technology to manage employee time, attendance and benefits through Stromberg/KronosCreated employee hotline for anonymous reporting of fraud and ethic violation for further compliance with Sarbanes OxleyDecentralized employee relation functions by placing human resource generalist in large departments (300+). Allowed for better communication between employees, managers, and HR while clearly establishing HR as part of the department’s management team.

Responsible for directing all functions in support of the sales and marketing process. Developed $400 million operating budget for 19 sales centers in 7 states, which employed over 5,000. • Operations leader during transition of newly acquired hotel properties. Negotiated new franchise agreements and service contracts • Identified opportunities for cross training and utilization of employees across multiple departments (Marketing, Contract Processing, Tour Desk, Gifting) resulting in increase efficiencies and decreased labor costs. • Communicated, coordinated, and mentored supervisors in “Change Management” • Coordinated renovations or new construction of sales centers in Houston Texas, Las Vegas Nevada, Branson Missouri, Williamsburg Virginia, Myrtle Beach South Carolina, Miami Florida, Orlando Florida and Gatlinburg Tennessee.• Reduced overall operational expense resulting in greater impact to net numbers. • Responsible for coordinating all IT, Accounting, Payroll, Human Resources, Food and Beverage, Housekeeping, and Maintenance functions for the Sales and Marketing Division

Responsible for Human Resources, Training, Benefits, Recruiting, Security, Safety and Risk Management, departments for Central Florida’s largest privately owned hospitality employer with over 7,000 employees and operating in six states. 10 direct reports and approximately 150 staff members• Established corporate human resource department to streamline recruiting, benefits, training, and record retention, while maintaining employee and labor relations on site.• Established company’s first employee handbook, and standard policy and procedures manual.• Chief negotiator during collective bargaining agreements with UFCW, Teamsters, and HERE.• Directed implementation team for installation of new HRIS and payroll system, (Lawson)• Established medical clinic and wellness center for employees and family members to receive reduced costs for medical treatment. Resulted in reduced organizational insurance costs.• Created Child Development Center with tuition based on income. • Created fitness center at two corporate locations for employees and family members. • Developed management and leadership courses to assist employees with professional advancement.• Created customer service programs for front line hospitality staff.• Created computer software training center enabling employees to increase their skills on Microsoft products and other company used software. • Centralized and created uniform security and loss prevention reporting.