Hold budgetary responsibility for and manage the generation of annual revenues exceeding $3 million. This encompasses revenue streams such as parking, performance venues, leases, and food and beverage services. Spearheaded the reintroduction of formal food and beverage programs to the campus following the COVID shutdown, contributing to the vibrant and dynamic campus atmosphere.Played a pivotal role overseeing the successful reintroduction of the Mitchell Activity Center to both the… Show more Hold budgetary responsibility for and manage the generation of annual revenues exceeding $3 million. This encompasses revenue streams such as parking, performance venues, leases, and food and beverage services. Spearheaded the reintroduction of formal food and beverage programs to the campus following the COVID shutdown, contributing to the vibrant and dynamic campus atmosphere.Played a pivotal role overseeing the successful reintroduction of the Mitchell Activity Center to both the school and the wider community, fostering engagement and collaboration. Show less

Teach personal finance in an approachable way for students of all life stages.I also coach one on one for anyone in need of help. Please DM for assistance.

Ensured the Seattle Spheres and Understory ran smoothly and that my team of 30 provided an amazing experience for each other and our customers – including Amazon employees, their guests, and the public. Introduced a “complaint to commendation” metric, new daily huddles, and on-the-spot coaching, and within four months moved the complaint-to-commendation ratio from 1:1 to 1:4.Collaborated with Northwest Center’s trainers to design and deliver a customer experience curriculum to further… Show more Ensured the Seattle Spheres and Understory ran smoothly and that my team of 30 provided an amazing experience for each other and our customers – including Amazon employees, their guests, and the public. Introduced a “complaint to commendation” metric, new daily huddles, and on-the-spot coaching, and within four months moved the complaint-to-commendation ratio from 1:1 to 1:4.Collaborated with Northwest Center’s trainers to design and deliver a customer experience curriculum to further impact employee and customer satisfaction. Show less

Led the team to a 98% ontime departure rate in 2018 and 100% in 2019 while managing a staff of 70 employees.Increased direct employee satisfaction scores by 55% in 12 months, while reducing turnover rate by 43%.Increased onboard sales per passenger by 6.7% year over year. Our team generates $3.3 MM in onboard food, beverage, and tour sales annually.Serve as corporate security officer in charge of all security planning and documentation for facility and vessels resulting in full US… Show more Led the team to a 98% ontime departure rate in 2018 and 100% in 2019 while managing a staff of 70 employees.Increased direct employee satisfaction scores by 55% in 12 months, while reducing turnover rate by 43%.Increased onboard sales per passenger by 6.7% year over year. Our team generates $3.3 MM in onboard food, beverage, and tour sales annually.Serve as corporate security officer in charge of all security planning and documentation for facility and vessels resulting in full US Coast Guard Compliance Show less

Increased store sales by 10% from 2016 to 2017 while leading a team of 90 crew members who provided outstanding customer success in a positive environment.Led the store to a net profit margin of 10%. Sales per square foot were $2000 per year, highest in the region.Managed inventory at a 98.8% rate.

Slashed driver overtime From 21% to 15% in 2015 while leading a team of four station managers in WA and OR. Three were supervised remotely. Increased vehicle utilization in 2015 by 15%Provided fixed route and charter transportation. Industry expertise included services for professional athletics, including NFL, MLB, MLS, and support for collegiate tournaments, including NCAA and PAC12 basketball. Achieved multi-day, multi-coach movements for large groups, requiring travel arrangements and… Show more Slashed driver overtime From 21% to 15% in 2015 while leading a team of four station managers in WA and OR. Three were supervised remotely. Increased vehicle utilization in 2015 by 15%Provided fixed route and charter transportation. Industry expertise included services for professional athletics, including NFL, MLB, MLS, and support for collegiate tournaments, including NCAA and PAC12 basketball. Achieved multi-day, multi-coach movements for large groups, requiring travel arrangements and logistics planning. Show less

Successfully increased service level agreements for phone metrics to 65% of the calls answered in under 20 seconds. Previously they were at 57%.Reduced customer first response email inquiries from 12 to 7 hours.Coordinated the transition of the customer service and operations team from Seattle to Columbus OH.Worked with multiple internal teams to place more than 40 team members in new positions within the company.

Successfully reduced the phone service level from 75% to 65% of calls answered within 20 seconds.Led the integration of Safeco Insurance and Liberty Mutual Insurance Workforce Management teams by determining best practices from each group and implementing the most efficient process for the combined team.Managed staff of nine analysts, six were managed remotely, who support four claim customer service centers with forecasting and real-time scheduling of staff.

Supervised staff of 18 wheelhouse personnel, 36 on-board attendants and five shore support workers.Reduced operations payroll 5.9% for 2010. Exceeded on-board sales goal by 7% for 2009, 9% for 2010, 9% for 2011 and 11% for 2012.Redesigned on-board commission structure, which resulted in 2010 on-board sales up 13.3 % despite passenger count being down 3.4%. In 2011, on-board sales increased 14.2% over 2010 and 2012 on-board sales increased 4.1% over 2011.Restructured on-board… Show more Supervised staff of 18 wheelhouse personnel, 36 on-board attendants and five shore support workers.Reduced operations payroll 5.9% for 2010. Exceeded on-board sales goal by 7% for 2009, 9% for 2010, 9% for 2011 and 11% for 2012.Redesigned on-board commission structure, which resulted in 2010 on-board sales up 13.3 % despite passenger count being down 3.4%. In 2011, on-board sales increased 14.2% over 2010 and 2012 on-board sales increased 4.1% over 2011.Restructured on-board food menu which resulted in an 11.7% increase in food sales for 2011.Led the team to achieve a 99% on time rate for 2009 through 2012, 4% above goal.Managed food and beverage, novelties and duty free products inventory which resulted in $2.4 million in annual sales.Served as corporate security officer in charge of all security planning and documentation for facility and vessels. Show less

Exceeded station goal by 37% for baggage handling in 2008 while managing staff of five supervisors and 32 agents.Developed reporting methodology on, and provided analysis for multiple daily metrics including overtime percentage, mishandled bags, customer commendations to complaints and on-time performance.Drove customer experience to exceed expectations. Providence led the Northeast region for Southwest Airlines in customer commendations, on-time performance and baggage handling in… Show more Exceeded station goal by 37% for baggage handling in 2008 while managing staff of five supervisors and 32 agents.Developed reporting methodology on, and provided analysis for multiple daily metrics including overtime percentage, mishandled bags, customer commendations to complaints and on-time performance.Drove customer experience to exceed expectations. Providence led the Northeast region for Southwest Airlines in customer commendations, on-time performance and baggage handling in 2008.Managed station payables of $2 million annually.Hired, developed and coached new leaders to provide legendary Southwest customer service. Show less

Identified operations performance opportunities at the company’s largest stations relating to on-time flight goals, staffing, departmental communication, customer service and teamwork.Presented station recommendations to steering committee comprised of C.E.O, President and Vice President of Ground Operations.Personally designed “On Time Performance Engine” to help ground crews track daily, monthly and yearly goals. Reports are now used by each station for positive feedback and coaching… Show more Identified operations performance opportunities at the company’s largest stations relating to on-time flight goals, staffing, departmental communication, customer service and teamwork.Presented station recommendations to steering committee comprised of C.E.O, President and Vice President of Ground Operations.Personally designed “On Time Performance Engine” to help ground crews track daily, monthly and yearly goals. Reports are now used by each station for positive feedback and coaching sessions. Coached and trained managers, supervisors and agents using various performance management tools to achieve optimum performance.Consistently met and exceeded operational goals. Example: In 2005 the Phoenix station averaged 77% of its flights on-time, and after process improvement, the average was 91.5% which is 1.5% above company goal.Completed three week Manager in Training program that covered topics such as company operating expenses, marketing, employee resources and labor relations.Completed three week “Quest” program, an intensive leadership training course. Show less

2001-2005 - Providence Operations Supervisor 2000-2001 - Sacramento Customer Service Supervisor2000 - Sacramento Operations Agent 1998-2000 - Reno Customer Service Agent