• Improved completion time of requests by 57% while requests increased 28%+ year over year.• Managed team during transition of work to new company, maintaining morale and high standards of performance during this time.• Introduced a new data visualization tool to the team and guided them through training and implementation of the new tool and phased replacement of prior data visualization tool.• Led projects and improvement efforts with internal and government partners.

We help manage the civilian healthcare network for Military Treatment Facilities in the West Region. I designed a new reporting process to measure demographics and metrics for KPIs which resulted in improvement in care and greater ability to focus on root causes to allow for further enhancements. I helped to brief the US Congress on patient care in the Western US. I navigated my team through turnover, reorganization, and lower staffing levels, resulting in a top 5% designation in the company. I worked with external and internal customers on multiple multi-level projects to identify issues, improve care and performance, and teach products to new customers and coworkers. I have led discussions and presentations to internal and external customers regarding patient care, deep-dive analyses, and statistical review.The daily job requirements included: ● Partner with our military clients to develop innovative analytical solutions, providing actionable insights to aid the delivery of cost-effective, quality healthcare.● Develop reports and business presentations for military leadership to track and project multiple health needs and utilization across claims, referrals, enrollment and access to care.● Create and foster high-functioning relationships with clients across fourteen military bases to provide custom analytics and recommendations for their specific population and needs. ● Deliver strategic ideas and innovation to improve internal processes and procedures. ● Provide analytical training and guidance to military clients and internal departments to allow them a clearer understanding of underlying data and trends.

Senior Data Analyst & Problem Manager (2017 - November 2018): I review department processes and mine data to proactively locate problems before they flare up; work intra-departmentally to identify and implement viable solutions to the problem; and address stakeholders and senior leadership of the problem and resolution. My efforts have resulted in quicker problem identification, increased unity and speed in resolution efforts, and greater satisfaction and confidence with Sound's problem resolution process.EDM Data Analyst (2016 - 2017): I was part of the Enterprise Data Management implementation team and worked inter-departmental to ensure all data from our 18 external data sources was collected, cleaned, collated, and available as needed in a master data warehouse. This was a greenfield effort for Sound requiring working within existing departmental requirements and SOX and HIPAA restrictions while creating an architecture that could easily accomodate newer data sources to be added in the future.Data Analyst (2015 - 2016): I performed data analytics and SQL resolutions for field and corporate use. I shortened the service resolution process from 1 month to 5 days; created and deployed new reports for Accounting, Compliance, IT, and Operations; improved the efficiency of data collation and presentation; and presented explanations of process improvement to different end users in the corporate structure.

WIS International is a retail services company specializing in inventory control. I was responsible for analyzing and improving processes in the Puget Sound region, covering four offices and 180 employees. District Manager (2014 - 2015): Processes reviewed include marketing, staffing, HR, internal development, client relations, and production. I was able to maintain 90% staffing across the offices during a time when Divisional staffing levels were at 73%; marketing awareness increased 26% YOY; through training and personalized instruction I lowered HR complaints by 34% YOY; improved proprietary software usage, development, and understanding. I was able to identify both internal and external candidates and develop 10 managers for promotion up to and including the Area Manager level.Area Manager (2011 - 2014): As a salaried employee with bonus structure, I oversaw the largest geographic area in the company: two offices in different time zones providing inventory services to retailers across five states. During a period of decreasing revenue I drove the P&L through lowering overtime by 10%, turnover by 60%, increasing productivity by 15%, and profits by 18%.

PPPM, LLC was a property management company controlling residential, commercial, and warehousing properties in Western Washington State. Due to the fluid, organic structure of the organization, I was hired to analyze and advise senior management on recommended courses of action as they sought to improve structure and reporting systems to increase revenues and profitability.• Improved reporting process through streamlined informational stream and updated reporting systems, which increased report accuracy by 50% and lowered completion time from 3 days to 5 hours.• Improved accuracy and efficiency of payroll system, resulting in savings of 4% monthly and decreasing errors in system.• Implemented segmented marketing approach to properties, resulting in higher occupancy and lower costs to maintain clients. Focus on efficient use of costs also resulted in higher revenues and profitability.• Introduced intuitive compensatory bonus structure for resident managers based on budgetary control, occupancy, and lost revenue. • Spearheaded the "greening" of office and corporate social responsibility efforts through improved energy efficiency, recycling program, and community involvement.

I was a graduate student focusing on Operations, Supply Chain, and International Business. My GPA was 3.8 (out of 4.0) and I worked as a graduate assistant conducting research, preparing research for presentation and publication, grading papers, and classroom instruction. My daughter was born the month before classes started adding more responsibilities to my schedule.

I obtained my Bachelor of Arts—Business Administration with a focus in Marketing and graduated cum laude with a GPA of 3.7 (out of 4.0). Some of the highlights and responsibilities I had include:• Business Student Ambassadors, Co-Chair. BSAs were the official representatives of the Milgard School of Business to community during events and recruiting. Unit was disbanded in 2008.• Marketing Society, President. Re-oriented the Marketing Society to be more in line with mission, vision, and values. Marketed a variety of events including society meetings, forums, fundraisers, and community events to both students and businesses at UWT and the community.• Services and Activities Fee Committee, Chair. The SAFC is responsible for dispersing over $1 million in student fees to 13 different units. Chair during a period of rapid growth, when requests for funds increased 40% from previous year and were beyond paying capacity.

As a licensed insurance agent, I wrote all personal lines of insurance, dealing with multiple companies, clients, and regulations. Some highlights include:• Directed office staff at branch location (Tacoma).• Assisted visiting company representatives with strategy for product pricing and promotions. • Leveraged familiarity with Hispanic culture and language to increase sales in that demographic group by 52% over the previous fiscal year. Retention increased 65% from previous year.• Streamlined data entry processing and retrieval to increase productivity by 34%.

As a licensed insurance underwriter, I wrote all personal lines of insurance, dealing with multiple agencies, clients, and various state's regulations. I also was the chief marketer for the personal lines offices. Some highlights include:• Educated contracted agents in company policies, reviewed contracted agency credentials for agency renewal, actively recruited new agents.• Established company policy regarding renewals, commissions, and premiums. • Increased departmental profits despite overall company losses.• Maintained sales despite company being placed in receivership.• Assisted with implementation of policy and agent moratorium, leading to the eventual liquidation of department and company by the Washington State Insurance Commissioner.