Responsible for leading and supervising a team of nine customer resolution associates and three inventory specialists. Manage and analyze overall productivity of staff and KPI achievement. Responsible for staff scheduling and task assignment, performance management (including coaching, leading and training), along with 5S compliancy and 3PL oversight. Also responsible for customer service escalations, driving resolution of same day delivery issues, and assists with overall warehouse/distribution management. • Administrative/HR captain. • Claims captain.

✅ While working with Elsmere Education, I progressed through a series of roles as follows:Senior Director - Enrollment Services (Feb. 2022-May 2022)Senior Director - Client Operations (Dec. 2020-Feb. 2022)Director - Client Operations (Sept. 2020-Dec. 2020)Director - Enrollment Services (Feb. 2020-Sept. 2020)I led and managed overall functions associated with reporting and managing the enrollment division, including four direct reports and 30+ enrollment and student success coaches for six clients. I planned and conducted biweekly program updates, forecast targeting, pipeline reporting, as well as ad hoc inquiries and problem-solving.✪ Below are my notable accomplishments ✪➤ Accelerated admission applications count by 51% from 2021 to 2022.➤ Enhanced existing customer retention by 2% from fall 2020 to fall 2021.➤ Ensured a 75% increase in stop-out customers that returned from fall 2020 to fall 2021➤ Drove net revenue by delivering excellent customer service and strengthening client relationships.

✅ As a VP, I was responsible for:Directing 40 FTE's with seven direct reports to achieve shared goals. Leading task force charged with awarding $1.2M in grants to spur entrepreneurial innovation.✪ My key highlights ✪• Monitored annual department operational budget of ~$3.6M with a keen focus on ensuring cost reduction; optimized net revenue by $26M.• Achieved 11% increase in new inbound students from fall 2017 to fall 2018.• Accomplished the highest enrollment of domestic students of color in fall of 2018 at 16% of the inbound population.• Executed an "MS - Leadership Program" with core instruction in Organizational Behavior (360 Leadership).★ Legislative Liaison, Independent Colleges of Indiana.★ Strategic Staffing and Strategic Plan Steering Committees.★ Chair, Brand-Identity Committee.➔ My Signature Projects:➢ Established an operations area without a functional CRM.• I determined RFP's and utilized Agile techniques to install a new CRM that generated $50K in first-year savings while eliminating manual data entry and improving file review, customer communication (including drip campaigns), and online application efficiency.➢ I developed a sales team with multiple openings, high turnover, and no professional development.• Improved salary and skills requirements, resulting in the highest number of applications in that market for admission in school history (700+).➢ Managed high student dissatisfaction due to the separate business offices and financial aid facilities.• Ensured university savings of $75K by consolidating services into a new division that provided a one-stop shop for student finance issues.➢ Tasked with a growing enrollment of new first-time college students.• Implemented new lead generation tools that increased new students by 11% from fall 2017 to fall 2018.

✅ For Hardin-Simmons University, I performed as VP, and my responsibilities include:I monitored and managed annual department operation budget of ~$1.5M and drove net revenue of $12M. I offered exceptional leadership efforts while monitoring domestic/international recruitment and admission, campus visits, financial aid & scholarships, retention/student success, marketing, public relations, publications, and communication. I led end-to-end faceted related to 20 FTE's with four direct reports.✪ Signature Projects ✪➢ Challenged to unify admissions and financial aid teams.★ Successfully merged two divisions into a cohesive enrollment management function with a hyper-focus on improving efficiency, cross-training, and service to internal and external clients.➢ Tasked with an increasing enrollment over the strategic plan period of 2006-2012.★ Merged marketing with enrollment, improved skill set among new hires, and implemented a new CRM.★ Maximized sales outreach to drive a 14.2% enrollment increase and a 49% increase in campus visits during the same period; ensured 48% increase in admission applications from 2003 to 2012.★ Accomplished 18.9% increase from 2004 to 2012 in the number of new inbound students in the top 10% of their high school graduating classes.