• Provide administrative oversight of the Facilities & Auxiliary Services annual budget and expenditures, capital project budgeting and expenditures, along with serving as executive leadership for several departments (Warehouse Distribution Services, Department of Real Estate, and Community Use of Schools)• Strategically collaborate and problem solve with multiple stakeholders including, but not limited to Procurement, Accounts Payable, IT, Public Safety, Strategy, General Counsel, and the Curriculum team to develop organization policies and procedures to ensure efficiency of the work• Strategically plan for, develop, implement, roll out, and enforce administrative guidelines that align with board policies• Review and ensure enforcement of vendor contracts including scope and usage, deliverables according to the contract, invoicing, renewals, and tracking when necessary to go out for bid• Act as the interim Operations lead in the absence of the Assistant Superintendent of Operations. This includes becoming the direct contact for the Superintendent and executive cabinet members for reporting and emergencies• Hiring manager for several leadership positions while also having responsibilities of employee management• Developed Real Estate Administrative Guidelines for the sale/lease of real property that align with board policy• Overhauled the Capital projects budgeting, planning, and invoicing process allowing for any stakeholder within DPSCD to be able to track capital assets by work type, location, and fiscal year within the district’s financial management system. • Re-branded the Warehouse daily functions and practices by switching the focus from long-term storage to a more distribution-based operating format creating space and more efficiency for daily operation• Continued practices to find financial savings within current contracts and expenditures through consistently iterating on previously implemented procedures for contract and invoice management

• Built relationships (cross departmentally) with Executive leadership teams to support department initiatives within the Office of Transportation, School Nutrition, Facilities, and Procurement with budget development, invoice management, and contract management• Created standard operating procedures to reduce vendor invoice submittal errors, invoice approvals, and reduced payment times from an average of nearly 90 days down to less than 30 days • Combed through existing contracts and invoicing to find opportunities for savings to the district. Within a span of two years, I was able to help the district save over $2 million dollars.• Worked on a collaborative team to strategically determine the evaluation formula to decide which buildings within the district’s portfolio of 120(+) buildings would receive capital upgrades from a one-time $25 million dollar budget installation when the real capital need across the district totaled more than $500 million dollars. The final evaluation structure remains to be the criteria when determining all capital renovation plans• Served as the interim Operations administrator in the planned absences of the Assistant Superintendent of Operations. This duty included reporting building issues and/or emergencies directly to the Superintendent, along with fielding calls and questions from the Superintendent’s cabinet team

• Served as the building leader and hiring manager for in-house personnel (instructional and non-instructional)• Ensured that all Federal, State and Board guidelines were being met in accordance with the accompanying mandates and/or guidelines by the State of Michigan, including following state testing mandates, Title funding use, etc.• Conducted formal teacher and academic evaluations, overseeing the instructional processes of the school and ensuring that the students were receiving a rigorous and enriching experience• Worked as a member of the district’s leadership team to plan, develop, and implement district-wide practices that were aligned to the vision of the district• Oversaw professional development practices and modules, ensuring that that are rooted in best practices, and meet the needs of the academic staff• Oversaw operational functions such as bussing services, custodial staff, IT, etc. for the building

• Supported Research &Design and functions company-wide• Worked in Collaboration towards planning, designing, coordinating, and delivering professional development modules that were based on need, feedback, research and best practices• Collaborated closely with HR and leadership at all levels of talent management to assess human capital needs, develop and evaluate staff, and to address succession planning needs• Provided oversight of the academic project plan for grades 5-8, managing practices to achieve performance goals, and directed the implementation of the academic vision• Mentored and developed newly hired administrative level Directors and instructional team members through coaching relationships• Managed multiple projects concurrently, including state and local testing schedules• Evaluated potential new schools for financial, academic, and cultural viability• Developed a culture of academic growth, creating buy-in with staff, students and parents through our parent partner initiative; retaining 100% of effective staff members (2015-16)

• Acting Project Manager and Consultant to partner schools, managing instructional processes• Collaboratively developed policies, tools and programs toward the continuous development of the Matchbook Learning blended learning school turnaround model • Built organizational culture through strategic planning and change management practices• Consulted with partnering schools to develop a strategic plan to support academic needs • Helped to turn a bottom 5% k-8 school in Detroit into a rewards school for their rapid trajectory out of failing status • Partnered with the administrative and instructional teams of schools in Detroit to create academic gains through using a blended learning station rotation approach, along with using data from the pre/post test method towards personalizing instruction and determining instructional needs

• Administrative team member directly managing an assigned staff of teaching professionals to monitor and track the academic achievement of a cohort of students through their progress towards earning their high school diploma using on-site & off-site Blended Learning practices • Contributed to the growth of the school as an active School Improvement Plan team member• Engaged At-Risk youth and their families to create individual learning plans designed to support the student academically towards becoming college and career ready• Managed the schedule and staff of the school’s Blended Learning lab

District Executive, October 2009-October 2010• Responsibilities included program management, directly supervising and recruiting a strong senior volunteer leadership structure to oversee upwards of 1000 adults volunteers, networking with community leaders to grow programs, and board recruitment/development.• Duties included community development to build partnerships with the business community for the recruitment of chartered partners through networking in a professional environment.• Served as a member of the hiring committee to interview and screen potential employees.• Manage all budgets and spending involved with the program.Workforce Development Executive, October 2008-October 2009• Hired to revitalize a failing Workforce Development program geared towards providing a real-world professional experience to youth ages 14-21 with leading industries such as automotive, business management, IT, skilled trades, law enforcement (local, state, and federal), architecture, engineering, and finance.• Develop, cultivate, and manage professional relationships with business owners and managers to sustain and grow the southeast Michigan Workforce Development program• Manage all budgets and spending involved with the program.