The Administrative Director oversees RILA’s internal operations, including finances, human resources, information technology, facility use, fundraising support, and communications.

Developed an expatriate volunteer and donation assistance program through finding and vetting smaller Moroccan and Sub-Saharan charity organizations in the surrounding area of Rabat. Along with a translator and long-standing expatriate, each organization was evaluated to determine their legitimate needs and sources for established assistance; resulting in a list of charities supporting Sub-Saharan migrants, disabled children, sick children from poorer communities, women in impoverished and abusive situations, and orphans. Communication was done through a Facebook group and Facebook Messenger; it included volunteer opportunities and coordination, times and dates to drop off, sort through, or deliver donations, links to vetted charities, and communication of larger one-time projects. Each volunteer and charity were connected intentionally by the leaders. The impact of this group became known to Moroccan World News, who did an articles on it's behalf: https://www.moroccoworldnews.com/2017/06/219043/volunteers-rabat-coordinate-social-media/

Voluntarily helped as needed with sorting clothes, answering phone calls, inputting data in to contact databases, and organizing files at the DC Pregnancy Center.

Part-time position responsible for clearing names who requested access to the U.S. Consulate, doing back ground checks as requested, ensuring no one with a tainted record with the U.S. Consulate had access to events, creating badges for new employees, and assisting in small projects for the Regional Security Officer and Assistant Regional Security Officer.

Responsible for creating an English as a Second Language program for locally employed staff at U.S. Consulate Dhahran. This was purely a voluntary role, although there was a supervisor who assisted in generating interest in the classes and approving attendance during work hours. The program was developed through surveying interested students, assigning beginner and intermediate proficiency levels, and creating subject matter binders according to the need. The binders included coursework for each lesson, of which was taught along with other concepts depending on the season or political climate. The content of the classes spanned from basic vocabulary to discussions on the differences between their respective cultures and the United States. The countries represented in the class were Saudi Arabia, Yemen, Pakistan, Sudan, India, Shri Lanka, and Philippines.

Responsible for developing an effective training tool for Guardian's U.S. and Canadian Architectural Sales Managers using personal industry experience, architectural sales experience, and training with Kellogg's Accelerating Sales Performance course as guides. With over-sight and approval from Guardian's North American leadership team, a training binder resulted in over thirty subjects and hundreds of pages of material compiled in an organized, user-friendly format.

Responsible for managing Guardian Industries commercial business in the metropolitan Washington DC, Maryland, Delaware, Pennsylvania, New Jersey, metropolitan New York City markets. Primary objective was to increase the sales and specification share for Guardian’s SunGuard line on all commercial projects through educating architects, owners, developers, general contractors, sub-contractors and fabricators.

Responsible for increasing sales and specifications in the South Florida market; specifications through educating architects, owners, acousticians, general contractors, sub-contractors and distributors of CertainTeed Ceiling’s product line and working with each portion of the industry on projects from conceptual planning of a facility to the sell of the product installed; sales through ensuring customer base of distributors, direct purchase contractors and in-direct purchase contractors understood product line and how position in the market, quoted projects appropriately to ensure customer base was competitive.

Responsible for increasing ceiling specification share in the Southeast United States for BPB America through educating architects as well as promoting product awareness to distributors and contractors with a primary focus on Florida · Implemented first BPB America Ceilings Focus Group with architects, BPB gypsum product manager, BPB Vice President of Marketing, BPB Director of Marketing Technical Services, and BPB’s Director of Technical Development· Developed distributor project tracking program for Florida· Successfully implemented Tampa Architectural Blitz ultimately increasing BPB’s specification share in that market by 20%· Developed project/specification lead program for Southeast· Enforced and monitored Southeast synergy project between BPB Gypsum and BPB Ceilings

Responsible for Guardian Ft. Lauderdale’s sales strategy, outside sales representation to customers, managed 3 inside sales personnel. · Increased sales 50% and met production capacity through uncovering and responding to customer needs· Increased profit margins through implementing two price increases resulting in a leaner, more loyal customer base · Increased customer satisfaction through developing and implementing structural procedures in inside sales enhancing communication between sales, production and customers· Developed demand smoothing scheduling system that correlated production capacity with prioritized customer demand resulting in meeting customer lead time needs · Increased customer satisfaction and sales for three other Guardian facilities: Guardian-Galax, Guardian-Tillsonburg, Guardian Building Products, through selling products to the already existent Guardian Ft. Lauderdale customer base

Guardian Ft. Lauderdale’s outside sales representative for 100% of customer base selling custom quantity cut, tempered, and fabricated glass primarily to the window and shower door market. · Successfully closed major customer relationship resulting in an 50% increase of sales· Developed and implemented lean customer strategy of eliminating unprofitable customers through increasing prices and extending lead times; this resulted in a 10% increase in the contribution margin to the bottom profit line· Automated pricing in intranet database resulting in consistency in invoices raising customer satisfaction· Developed pricing strategy for different tiers of customers providing consistency in volume, location and priority of customer and their price structures· Automated order entry for largest customer to assist in eliminating unnecessary labor costs in customer service· Participated in marketing and sales roll out of new product researching and selling product to exiting customers uncovering areas of demand resulting in discovery and a greater understanding of the market

Responsible for implementing marketing strategies and projects for Guardian Industries Southeast United States· Designed and helped develop nationally used Pattern Glass Brochure· Designed and helped develop ISO certified, nationally used Customer Performance Database; used for tracking customer complaints, customer contacts, and prospect customer contacts

Project Manager for a web based communication tool between 17 manufacturing facilities, sales and 20 customers in North America.· Successful implementation of CIS in all relative facilities in Guardian North America resulting in 200% increase of use· Presented and sold CIS concept to the National Sales Group resulting in a 45% increase in use within 7months· Presented, trained and monitored CIS usage of 17 customers resulting in 25% increase in use· Liaison between software developers and users to ensure all improvements and ideas were implemented· Trained and monitored all 17 manufacturing facilities on best practices · Trained and managed 7 regional CIS champions· Developed the vision for long-term CIS program

Responsible for managing customer inventories, overseeing logistics, and customer service for 30 percent of Guardian Richburg’s business· Initiated and implemented plant scorecard board resulting in awareness of department performances· Developed process improvement ideas for Inside Sales that resulted in a decrease in order entry errors · Developed and implemented instruction manual for all new Inside Sales hires resulting in a more affective training· Attended Career Fairs and recruited two current Guardian employees