-Transitioned ownership of IT SaaS/Hardware spending to new Director of IT Purchasing.-Expanded administration of Jira Service Desk with custom automations, new issue security settings based on roles, checklists for repetitive tasks using Proforma, and escalation alerts for Frontline IT Leadership-Sole owner of processing a Reduction in Force for 20% of the company in May 2022: Processed all system offboarding and engaged a new vendor (Retriever) to consolidate equipment retrieval all over the US.-Self-started project of auditing core systems for defunct accounts in August 2022. Located/removed over 225 contractors who were not offboarded properly at the end of their engagements.-Learned how to use batch API calls via Postman to modify all users while transitioning Sonarqube behind SSO-Provided T3 level support for production and business applications across the organization-Nominated by the executive leadership team to be a “culture champion” for the value of “Make it Fun.” -Led the first HQ engagement activity post-pandemic as captain of the coed company softball team

-Onboarded and trained additional Frontline IT staff to support explosive company growth.-Created a matrix of responsibilities to guide the team’s work and help new members properly assign tickets.-System Administrator tasks such as Jira Service Desk administration and building new IdP (OKTA) integrations.-Migrated from Ringcentral to Zoom Phone to consolidate systems, improve experience, and reduce costs. -Implemented Zoom MDM and used Apple Configurator 2 for conference rooms to reduce build times.-Built out new UK and US offices including Zoom Rooms, general AV, and network testing/patching. -Streamlined Hardware, Software and SaaS spends with regular reevaluations and audits, saving Zwift 1M per year during our rapid growth.-Designed new processes to support purchasing in new regions (Brazil, Hong Kong, Shenzhen (CN))-Partnered with Compliance to identify risks, craft policy, and design improvement campaigns for users.

-Solely responsible for all onboards/offboards including account creation/deprovisioning, hardware issuance/recovery, creation of new hire IT Orientation Program, and post-departure auditing. -Personally handled over 575 onboards and 175 offboards; not including numerous contractors. -Managed SaaS, Software Licensing, and IT Hardware spending for Zwift globally. -Negotiated and managed the partnership with a VAR (Computacenter) to buy/build/deploy new hire equipment. -Built the foundation of an IT Knowledge Base in Confluence for both user-facing and internal department use.-Transitioned company to Work From Home due to the pandemic with minimal disruption. -Oversaw the implementation of the ITAM (Oomnitza) for the growing inventory of equipment at Zwift.-Requested by other departments to interview their candidates for company culture fit. -Administered and led implementation of MacOS MDM (Fleetsmith). -Requested by leadership to handle on-site logistics for a weeklong investor ride down the coast.

-Organized and hosted a weeklong, all-company event including daily meals, presentations, morning fitness activities, and evening social events for 500+ employees and guests from around the world.-Evaluated, planned, and managed the implementation of RingCentral for Ops, HR, Legal and Finance.-Continued to strengthen company culture by forming a company softball team, hosting run club happy hours, implementing themed launch celebrations, monthly birthday celebrations and more.-Purchasing of all new hire IT equipment and added in basic pre-configuration to improve day 1 experience.-Requested by leadership to come to Austria to handle daily logistics for a critical, weeklong, public-facing event at the UCI World Championships. -Sourced and installed UniFi camera system at Headquarters.

-Evaluated, planned, and managed the implementation of Zoom for meetings and meeting room solutions.-Mapped WiFi at headquarters using NetSpot, coordinated with MSP to deploy upgraded network stack, and ran ethernet for all users to improve connectivity. -Evaluated, planned, and managed the implementation of Teem LobbyConnect for visitor check-in and NDAs.-Oversaw the expansion of our old office, renovation of new floors, and moving the company to a new building. -Coordinated executive interviews including scheduling and travel arrangements.-Negotiated out of a multi-year refreshments contract and sourced a new vendor; saving 40% on office F&B.-Strengthened company culture w/ new engagement events (Halloween costume contest, Holiday Potluck) and proactively arranging discounts w/local gyms.-Planned and hosted multiple events (Board Meetings, Company Holiday Party, Rebranding Celebration)

-Guided and shaped the 4 Front Office teams, motivated the 32 associates, and performed all positions as needed to facilitate service in the hotel's continuing effort to deliver financial profitability and client satisfaction. -Reviewed daily business levels, interpreted forecasts, monitored inventory, anticipated critical circumstances and devised effective short and long-term solutions to best expedite these situations. Interviewed, hired, and coached employees to ensure service standards were met and there was team cohesion.-Introduced new logistical processes and selected a new affiliate merchant which reduced costs of a critical supply by 15% and cut down the order to delivery time from 6 weeks to 1.-Coordinated the testing, training, and roll-out of Zingle, a client-facing business text messaging solution.-Selected by hotel executive to research and scope procurement of new capital equipment. This process included reviewing several outside vendors, conducting an ROI analysis, and final recommendations on spending of the $250,000 budget.-Participated in daily leadership meetings to ensure constant and streamlined communication with other teams.-Analyzed, investigated, and resolved guest complaints as the face of hotel management.

-Directed, taught and encouraged the 100 members of the Housekeeping and Laundry teams, ensured quality throughout the hotel, and created an atmosphere that promoted customer and associate satisfaction.-Managed the annual department budget of $3.4 million (payroll of $2.8M and $600K in outside procurements). **Established new supply chain management process and selected new vendor procurement partners, which decreased operational supply costs 5.1% year over year.**Reconciled divisional budget for month-end close including Oracle account reporting and accrual summaries.**Proposed and executed budgetary adjustments based on forecasts.-Selected to run Long Beach’s HotSOS workflow management implementation based on success in Denver. **Organized rollout conference calls, ensured on-schedule completion of pre-work from all divisions and assisted the implementation e in training and troubleshooting during go live.**Continued as Onsite System Administrator post go live including managing users and permissions, custom report building and scheduling, and database management. -Wrote new training plans, order guides, and SOPs to ensure consistent future onboarding and performance.

-Partnered with the Executive Housekeeper in the operation, staffing, training, and coaching of the 75-person Housekeeping and Laundry Departments.-Developed analysis tools for guest room inspections in Excel, resulting in improved staff performance at no added cost, and a 50% reduction in quality issues.-Restructured leadership plan, scheduling practices, and performance measurements for the Laundry Department. -Spearheaded implementation of HotSOS workflow management system for the 516-room hotel. -Led daily team meetings to motivate, update, and engage with staff.

-Assisted the Front Office Manager with the leadership of the 3 teams including brand standard audits, fielding guest inquiries, interviewing and hiring, improving payroll processes and training at all levels. -Defined standard operating procedures to adapt to new technology and situations while promoting teamwork, productivity, and a collaborative approach during the merging of two teams.-Designed new reports in Opera PMS to understand and accurately track performance and activity KPI’s.-Completed and delivered annual performance evaluations.

-Responsible for the overall guest experience and service recovery of the 1100 room hotel. -Rotated shared Manager on Duty responsibilities, which included providing direction and guidance to multiple departments during high-stress or high-conflict situations. -Engineered and promoted campaigns to motivate and incentivize excellent service from all departments. -Managed responses to social media reviews and inquiries on Medallia, Expedia, Yelp and TripAdvisor.-Presented regular briefings to executive and management teams on progress of service recovery programs and social media feedback.

-Completed a six-month management rotational training program through each department of the hotel.-Refined knowledge of hotel service standards while focusing on completing tasks with the highest attention to detail and relationship building with both guests and colleagues.

-Designed new daily pre-shift for all departments.-Assisted property management system transition team as the lead agent during go live.-Selected by management to continue to configure Opera PMS after implementation team departed. -Composed E-Concierge Restaurant database during the transition to Hyatt.

-Served as Manager on Duty during the overnight shift of the 23-acre property; supervising and assisting all departments.

-Instructed in and excelled at the Ritz Carlton Corporation’s 5-star service program which focused on how every employee’s service was a reflection on the overall brand. -Singled out by management for going above and beyond to meet a guest’s needs.