Drove business start-up, development, and evolution, turning a meager investment and shoestring-based operation into a strong and successful company that continues to thrive, grow, and be profitable despite the 2007 crash of the housing bubble and subsequent economic downturn. Currently direct all aspects of daily business operations, including strategic planning, financials, marketing, and sales, as well as relationship building, tools, equipment, materials, and supply inventory, purchasing, estimating, and project management. Manage five FTEs and 35 partners/suppliers. * Lead company to "beat the odds" in achieving longevity in an industry where 95% don't survive five years and only 1% survive 10 years.* Create the business plan, growth strategy, and budget; cultivate internal and external relationships; and formulate plans to maximize performance. * Maintain strong profits by driving rollout of business improvement, performance, and quality initiatives among employees, suppliers, and partners. * Scaled operations back in 2006 after analysis of risk/return factors and economic projections. Transitioned company to an outsourced business model, leveraging partners/suppliers to facilitate project completion.

Executive consulting and training company focused on business improvement, quality initiatives, cultural transformation, leadership development, team building, customer service, and the "American Archetype" on quality, with work based on American strategy for quality and business improvement. Contributed to comprehensive, multi-year organizational change and transformational initiatives for high-profile clients such as AT&T, Avon, NCR, United Parcel Service, and BAX. Built connections with customers by leveraging keynote speaking engagements, workshops, and seminars based on the book Incredibly American: Releasing the Heart of Quality. Analyzed key areas of focus, identified pain points, and devised multi-pronged plans and programs that delivered positive change in individual/collective performance around core areas of the business including customer satisfaction, quality, and process management.* Burlington Air Express: Played important part in a three-year project for this global freight forwarding/logistics company, working closely with executive leadership to develop/launch a strategic quality improvement initiative.* AT&T: Brought into a business unit of this Fortune 25 telecommunications company to eliminate dysfunction and internal strife preventing the group from working together to complete mandated rollout of a new service.* Avon: Co-led a four-year project to drive culture change through a fractured, internally focused organization of 800. Tore down the barriers and built a bond amongst the leadership team, multiplied associate involvement tenfold, and instilled a customer-focused mindset.