Develop and deliver instruction to grow student skills and knowledge in Business Management including courses in Strategic Management, Supply Chain Management, and Operations Management.

Developing operational customer on-boarding and experience for transportation tech start-up that addresses digital freight matching marketplace macro issues of efficiency and growth through anonymized data-sharing. Building sales operations and social media capability as we create a freight industry utility.

Chair of the Membership Committee responsible for the growth and retention of the executive-level network. Past Supply Chain Special Interest Group Leader.

Developing students' marketing strategy and toolkit skills. Reviewed and now piloting new online Digital Marketing Certificate program.Course development SME and Course Coordination

Recruited by former manager to lead start-up of Admissions (Sales), quality improvement, and manage outsourced capability. Directed stand up of new contact center operations, process improvement, and management of on-going operational functions. • Stood up new contact center operations including process, systems, and initial team of six in 60 days.• Accelerated School of Pharmacy recruiting (sales) results by 32% with a $2mm positive P&L impact over three years through customer experience improvement.• Developed Salesforce analytics for executive management to improve business intelligence and actionable insights.

Consulted with major international public sector outsourcer on strategic proposal development and project implementation planning for major public university call center operations and IT support services. Advised film industry online education start-up.• Developed workforce staffing model and people development framework for $75,000,000 contact center proposal.• Developed comprehensive customer experience and quality management framework for customer service center ensuring operational excellence through strategic partnerships.

Company was experiencing significant growing pains that were strangling the operation caused by lack of planning and processes. Hired to transform operating and administrative functions of purchasing, scheduling, logistics, production, quality control, planning, and human resources.• Developed and implemented lean manufacturing and change management principles that cleared significant production backlogs including production scheduling, forecasting, and logistics.• Reduced inventory investment by 21% through improved utilization of stock and inventory management.

Selected by CEO to lead integration of new college acquisition. Responsible for new student enrollment, marketing, non-instructional student experience, and corporate partner development. Also led administrative functions of human resources, information technology, finance, and facilities. • Drove 30% growth through new strategic partnerships, insightful analytics, new strategy implementation, website rebuild, and continuous improvement initiatives.

Recruited by CEO (my former manager at Coke), to stabilize and turnaround online division performance. Held responsibility for contact center operation’s delivery of customer service and business results (two call centers w/250 team members). Managed new sales strategy development and implementation for division. Led transformation of sales teams and process through leadership team talent development and analytics which significantly improved results for division. Promoted into division-wide role after six months.• Doubled enrollment revenue by solving major sales and conversion issues through co-leading re-design and development of company process. Implemented new customer-centric processes and training that achieved improved yield rates.

Hired as first firm employee to build marketing consulting capacity. Responsible for client engagement project delivery and satisfaction, and firm business development for top-tier strategic marketing and sales consultancy.• Developed new adjacent product growth and market entry strategy for $2,000,000,000 CPG forest product manufacturer. $200,000,000 opportunity (at 10% share) in three new categories recommended.

Recruited by former manager to set B2B sales and marketing strategy and assume overall leadership of sales, customer management process, and sales capability development for eastern U.S. Served as senior sales leader, managing two regional sales managers and three district sales teams (48 team members).• Realigned sales force and management to better capture market opportunity. Prioritized sales and business development resources against greatest opportunity segments and customers. Increased revenue 19% over previous year.

Hired to develop, deliver, and own sales process and training. Marketed, sold, and delivered strategic management, sales, and marketing consulting engagements to Fortune 100 companies, with emphasis on sales and marketing organizational strategy, structural change management, and capability development. Promoted to director after one year.• Directed engagement to reorganize $2,000,000,000 division of $14,000,000,000 CPG manufacturer. Redesigned strategy and processes to support new value proposition and shift from product to channel focus. Reengineered sales and marketing planning, processes, and organization to support strategy. Rationalized networks and alliances, as well as realigned inside sales and customer capabilities, generating $2,000,000 in savings and contributing to 10% revenue growth.

Selected to lead new competitive intelligence and response function. Managed primary customer research studies on loyalty and value to define and validate product offering strengths and weaknesses for division. Used research to realign new product development and marketing resources. Created competitive intelligence process and network and developed three competitive response tools for sales. Fourteen year career with increasing responsibility in marketing, general management, and operations.