My adaptive leadership style and skills are most evident at this point in my career. Transitioning through a reorganization of operations in 2017 forced me to truly adopt. Seeking process improvement in 2018 to drive efficiency, leading to increased profitability in 2019 was crucial to the future. Navigating the COVID-19 pandemic in 2020 strategically to maintain the health of employees and the continued success of the organization were paramount. Transition - I acknowledged the past and accepted its importance before looking ahead. I Identified the right people for the right roles to allow the company to press on. I recruited and remained diligent in my pursuit of having the best team members in the right positions.Process Improvement - I continually sought out new ways of doing things. Gathering input from those closest to the processes, but also taking into account the big picture and how each thing we do may or may not affect others.Increased Profitability - I focused the team's effort on efficiency, questioning how we do things and asking how we can do better. Overall, many people stepped up and because of it the entire organization was rewarded for those efforts.Navigating a Pandemic - 2020, without adaptive leadership, and without the determination of the entire organization, I have no doubt we would not be where we are today. Last year presented so many obstacles, but also presented so many opportunities as well. We learned to better communicate, we learned to do things “different” and we learned to utilize short term planning combined with long term planning to get us through the grind of what was probably the most difficult time for me personally and professionally.

As a General Operations Manager, my focus turned to the big picture. With that came more responsibilities, more opportunities and growth. Recruiting, hiring, interviewing, position creation and new areas to manage were my focus.In 2011, I led a diverse team focused on our facility move. This opportunity really allowed me to see the big picture as it related to the entire company. Every aspect was necessary to take into consideration and with that began a new journey of development in my career. As a part of this new facility and growth came new opportunities for personal growth and responsibility. Some highlights included management of security access, cellular and internet services, management meeting coordination and more. These were beneficial development leadership opportunities that I embraced and have come to enjoy managing.To further the need for growth came the need to add more employees and this is where I believe I began my biggest growth of all. I became very familiar and comfortable with recruiting, hiring, interviewing as well as creating new job descriptions for roles that were previously non-existent. We as an organization were growing tremendously and I was personally growing as well. I was given new roles and responsibilities to manage and lead, here are just a few:Structured Cabling/Video Surveillance DepartmentInventory, Purchasing and ReceivingQuality Control procedures and guidelinesInternshipsRepresentative of this continued growth, I was also tasked with leading another expansion of our office space in 2015. This was just another opportunity to implement adaptive leadership and planning and it was enjoyable to see it all come together.

As the manager of Data Operations I spent my time working on my management style. I took on new responsibilities growing new product offerings, managing and implementing new processes. I started my focus by managing vendor certifications and assisting with creation of System Design Group for Pre-Sales opportunities.I initiated a plan to start a Video Surveillance offering by participating in, as well as enlisting a targeted engineer to seek training and certification. A proprietary survey process was later developed by the lead engineer and the business was born. For many, 2008 was a difficult year. At Digicorp, we thrived and in fact saw one of our highest revenue years and profitability at the time. During the financial crisis many businesses struggled and in some cases offices were abandoned and old equipment was left behind. Seeing an opportunity, I initiated and through a team effort we created a Network Liquidation and Customer Trade-In Program. I have often seen this as a pivotal year in the growth of Digicorp and myself.

I spent my initial years at Digicorp, learning new skills, technology and developing myself. I led a small group of Data Network Engineers through Project Management and Service Coordination. I developed processes/procedures for monthly billing and equipment maintenance renewals.

I led a diverse staff of full-time department leads and part-time team members to achieve a number of store and district accomplishments.District High In-Store Guest Survey Score results, 6/99Outdoor Garden Sales increase of 32%, 6/99Instant Credit applications increase by 20%, 2/99Food Avenue Sales District Winner, 6/98I was responsible for managing Financial Charitable Giving, Cash/Debit/Dishonored Checks, Supplies and a cost/benefit focused schedule of all employees that met historical trends.

I managed the asset recovery process and led staff to achieve the top district wedding registration contest. I learned to balance customer experience needs along with the ability to sell, and upsell the product/service offerings we offered.