Manage projects for public and private organizations to improve performance.

Led the Orlando market operations targeted to generate $140M in annual revenue by providing concierge services and sales of local area experiences. B2B customers include over 50 premier resorts. Unfortunately the impacts of COVID-19 led to the decision to shut down this entire business unit.• Improved business development approach, site-specific marketing, labor planning and location performance by developing management tools for increased analytics and management visibility.• Shut down frontline operation of 220 associates due to COVID-19 pandemic and associated resort closures; managed furloughs and developed safe relaunch plan.• Negotiated over 40 new contracts for relaunching opened resorts including 90% reduction in rent and labor expense.• Co-led a business divestiture initiative including options for sale and discontinuation of the division.

Accountable for $28M in NOP which included Bluegreen Vacation Club Member engagement, customer service centers, travel agency and online adoption. Focused on customer satisfaction & loyalty, product usage, tour forecasting and customer retention as well as technology integration. Led 3 sites with over 600 associates.• Achieved 5% increase in product usage which delivered ~$16M in annual upgrade sales via member education marketing, improved website adoption (6%), increased agent performance and creative inventory allocations.• Improved customer satisfaction scores by 6% while reducing contact center operating costs by 10% through enhancing workforce management practices, aligning agent performance metrics and improving frontline training.• Increased efficiency of outbound member package sales (40%) by implementing Five9 dialer while increasing customer satisfaction scores (12%) and maintaining ~$40M in field sales volume.• Expanded/Integrated key supporting technology such as Salesforce, Acuity, Amadeus, Five9, and CallMiner to improve service, drive consistency in contact center platforms and optimize technology spend.• Achieved an A+ BBB rating (from D) by improving service, responsiveness and reducing recurring complaints.

Responsible for accelerating business growth and operational performance in partnership with Hospitality, Club Services, and Business-to-Business Service Ventures as well as support groups (Finance, HR, Inventory Management and Construction & Design). Focused on developing and implementing strategic business initiatives to improve customer experience, product quality and performance management. Oversee shared services related to Quality Assurance, Customer Feedback and Information Technology for Bluegreen Services division.• Launched Customer Feedback Systems (Medallia/Qualtrics) in Resort Operations, Contact Centers, Sales and customer websites which enabled 5-15% improvement in customer satisfaction.• Implemented Resort Operation Quality Assurance Program focused on enhancing guest service response times, room cleanliness and resort maintenance which increased resort guest’s “extreme” satisfaction scores by ~6%.

Responsible for improving operational performance, customer satisfaction and profitability through targeted strategic initiatives in Club Management, Service Contact Centers and Resort Operations as well as enhancing website and customer product utilization. Managed customer research, satisfaction tracking and operational analytics. Served on IT Steering Committee. Led core team of 2 Directors and 6 Managers and project teams of 30+ associates. • Championed the development of company-wide service platform “Count on Me!” used as foundation for all “people processes” and quality standards to create a consistent service culture for the Wyndham brand. • Generated over 30K incremental vacations booked, a 5%+ increase in contact center conversion rates and a 20% increase in online conversion rates; Translated to over $20M in sales revenue from increase in resort guests. • Produced over $3M in annual labor savings through leadership of cross-functional, multi-faceted initiative; Increased online reservation transactions by 100% in two years which reduced call volume by 30%.

Developed and led the strategic planning process and directed portfolio of initiatives for the Hospitality & Resort Management division. Projects supported Resort Operations, Customer Service, and Inventory Management. • Created and led research department to capture and analyze customer feedback in order to identify, prioritize and implement improvement opportunities in owner satisfaction and repeat business. • Identified improvements in reserve management processes of 70 resorts which led to consistent quality standards and centralized vendor management for ongoing reserve studies. • Led cross-functional team to refine high-level system requirements and business benefits to replace and consolidate inventory management and reservation systems across the enterprise.

Transformed labor management practices for a workforce of over 30,000 hourly employees across Walt Disney World Theme Park and Resort operations. Led team of 5 managers and 8 analysts that developed, implemented and maintained labor management strategies within a matrix organization. • Generated $14M in annual labor savings through creation of enhanced labor planning processes, analytical models and reporting to optimize labor for WDW Theme Parks and Resorts. • Optimized labor utilization by over 6% and reduced average cost of labor by increasing part time mix by 8%. • Led team to design and implement innovative hiring and labor deployment models for WDW Resorts, which enabled more efficient use of hourly workforce saving $3M annually.• Accelerated the expansion of the Walt Disney World College Program which reduced labor costs by $600K over the course of three months.

Conceived, developed and implemented productivity and process improvement projects for several Walt Disney World divisions to achieve business/financial objectives. • Disney Reservation Center (contact center) - Led task force to create tools for labor forecasting, scheduling, and performance management. Generated $1M in annual savings (20%) while increasing service levels. • Walt Disney World/Disney Cruise Line/Disneyland Sales Force Integration - Led task force to create an integrated incentive plan to optimize regional sales force and help drive attainment of sales goals.

Drove five-year planning, annual budgeting, and monthly financial forecasting processes for Marketing & Sales/Travel Operations a $600M+ division. Managed WDW Sales incentive plans and led reporting team of 20 analysts.• Designed and implemented changes to the Sales incentive bonus plan which resulted in over $500K in annual payout efficiencies while increasing sales performance.• Developed and facilitated “Financial Awareness Education” to Marketing & Sales Management.

Managed productivity and TQM improvement projects across North and Central America for clients such as Whirlpool (Manufacturing and Financial Divisions), General Electric (appliances), Bank of America, Miracle Ear, Nordic Track, Total Petroleum (oil refining), LTV (Boeing sub-contractor), Farm Bureau and Crown Life Insurance. Primary focus included designing and implementing: process improvements, operational and financial reporting, corrective action systems, and management education courses.