The UW's School of Pharmacy is ranked nationally in the top schools of Pharmacy. We are committed to educating the next generation of leaders in pharmacy, pharmaceutical research and health care – while seeking to ensure the safe, rational and cost-effective use of medicines.General Responsibilities: Serve as the Primary Business Officer providing executive-level financial and administrative leadership for the School in partnership with the Dean and the School’s executive committee… Show more The UW's School of Pharmacy is ranked nationally in the top schools of Pharmacy. We are committed to educating the next generation of leaders in pharmacy, pharmaceutical research and health care – while seeking to ensure the safe, rational and cost-effective use of medicines.General Responsibilities: Serve as the Primary Business Officer providing executive-level financial and administrative leadership for the School in partnership with the Dean and the School’s executive committee. Exercise a comprehensive scope of administrative responsibilities, including budget development and financial management, strategic planning, human resources, research administration, facilities, information technology, compliance, and oversight and direction of strategic projects. Show less

The Evans School of Public Policy and Governance (Evans); is a top 5 Public Policy school, ranked 2nd among public universities and includes 10 Programs, Research Centers and Engagement Labs, 58 faculty (including 38 non-tenure), 38 staff and 498 students across 4 degree programs.General Responsibilities: Serve as the Chief Operating Officer and Chief Financial Officer responsible for providing strategic leadership for the overall management of financial, research, human resource… Show more The Evans School of Public Policy and Governance (Evans); is a top 5 Public Policy school, ranked 2nd among public universities and includes 10 Programs, Research Centers and Engagement Labs, 58 faculty (including 38 non-tenure), 38 staff and 498 students across 4 degree programs.General Responsibilities: Serve as the Chief Operating Officer and Chief Financial Officer responsible for providing strategic leadership for the overall management of financial, research, human resource, technology, administrative, auxiliary and data operations of the Evans School.Key Accomplishments include:• Prepared for and implemented the Evans School’s transition to Workday for Finance including change management, financial data mapping, and reimagining staffing and workflow.• Provided strategic analysis and recommendations on potential new projects, degree and non-degree programs to meet both student demand and financial needs of the school. • Managed staff restructuring to meet the needs and direction of the school under a new Dean.• Performed regular pay equity analysis ensuring parity across the school and university.• Facilitated a yearlong anti-racism series using Rachel Cargle’s “Do the Work”.• Maintained a balanced budget amid COVID-19 related cuts and constraints.• Managed COVID-19 transition to -and return from- remote working and learning, creating policies and procedures to bring the Evans community back safely and smoothly.Committee Participation:Chair, Space and Belonging Workgroup, 2021 - PresentMember, ASE Bargaining Team, UW, 2024 - PresentMember, Workday HCM Service Forum, 2024 - PresentMember, Diversity Council, University of Washington, 2021- 2022Member, Equity and Inclusion Council, Evans School, 2021- 2022Member, Equity and Inclusion Dashboard Metrics Team, Evans School, 2021- 2022Member, Research Committee, Evans School, 2019-2021 Show less

Department of Mechanical Engineering (ME); includes 7 Programs, Centers and Labs, 107 faculty (including 43 affiliates), 37 Research and Administrative staff, and 420 Undergraduate, 220 Masters and 110 PhD students.General Responsibilities: Provide leadership and management of a comprehensive range of responsibilities: financial planning/management for ~$30 million/year, HR for and supervision of staff, grants and contracts, labs/shops, purchasing, payroll, infrastructure and special… Show more Department of Mechanical Engineering (ME); includes 7 Programs, Centers and Labs, 107 faculty (including 43 affiliates), 37 Research and Administrative staff, and 420 Undergraduate, 220 Masters and 110 PhD students.General Responsibilities: Provide leadership and management of a comprehensive range of responsibilities: financial planning/management for ~$30 million/year, HR for and supervision of staff, grants and contracts, labs/shops, purchasing, payroll, infrastructure and special projects.Key Accomplishments Include:• Created financial tools that demonstrate our financial outlook, providing insight to the Chair for improved decision making.• Established Service Center for ME’s Prototype Shops with the goal of recapturing expenses.• Implemented Workday including restructuring workflow, the largest administrative initiative undertaken at UW.• Implemented use of purchasing software including training faculty, staff and students.• Initiated student team leadership training sessions ensuring students understand how to manage team finances, diversity, gender and equity issues, how to navigate the technical resources available to them, and stay safe using our shops.• Restructured staffing and facility needs collocating fiscal staff and remodeling offices creating a more cohesive, accessible environment.• Implemented quarterly all-staff meetings improving communication, transparency and morale to previously siloed teams.• Developed and implemented scanning policy and records retention efforts.• Consulting with UW-IT to develop ProCard documentation management tool, to potentially be launched University-wide. Committee Participation:Member, Lean Launch for Credit Card Document Management, UW 2018- presentMember, Financial Modeling and Projections Initiative, College of Engineering, 2017- presentMember, Staff Leadership Development Committee, College of Engineering, 2017Member, Administrator Succession Planning Committee, College of Engineering, 2017 Show less

Department of Orthopaedics and Sports Medicine; recognized for excellent programs and includes over 50 full-time M.D. and research faculty, 27 residents, interns and fellows, 150 clinical faculty and 61 research and administrative staff. General Responsibilities: Evaluate department's operational needs while managing administrative team, fellowship programs, and operating and discretionary budgets. Oversee fiscal activities including purchasing, reimbursements and grants for education… Show more Department of Orthopaedics and Sports Medicine; recognized for excellent programs and includes over 50 full-time M.D. and research faculty, 27 residents, interns and fellows, 150 clinical faculty and 61 research and administrative staff. General Responsibilities: Evaluate department's operational needs while managing administrative team, fellowship programs, and operating and discretionary budgets. Oversee fiscal activities including purchasing, reimbursements and grants for education and travel. Provide consultative support to Vice-Chair and Service Chief, site supervisors, staff, and faculty. Onboarding of staff, fellows, physicians and volunteers. Plan events and CME accredited courses.Key Accomplishments Include:• Reduced operating costs by 30% through streamlining and standardizing processes.• Participated in clinic manager meetings to keep abreast of impacts of/to clinics, e.g., review provider dashboards (RVUs, clinic visits, surgical cases), financial trends, policy and insurance changes, etc.• Provided coaching to supervisors on managing personnel and corrective action enabling the reduction of interoffice discord and evening workload distribution.• Reorganized administration by changing reporting structure and initiating staffing changes.• Awarded fellowship grants, reducing cost of fellowship program by over 20%. • Streamlined workflow and reorganized responsibilities to reflect individual strengths.• Set a standard for open communication with staff one-on-ones, instilling trust between staff/management, increasing respect and raising morale. • Introduced monthly educational “Power Hour” meetings, providing a framework and safe environment to create standardized policies and procedures thereby increasing transparency and accountability.• Managed move and consolidation of several administrative units after 30+ years in the same locations. • Developed and implemented scanning and records retention efforts, reducing storage needs by 88%. Show less

Department of Global Health and Center for AIDS and STD; the second largest department at the UW in terms of funding for research and training programs includes 31 centers, programs, and initiatives supporting nearly 250 faculty and 1,200 staff across the Schools of Medicine and Public Health, providing research and education in 93 countries.General Responsibilities include: Hired, trained, supervised staff, conducted annual performance reviews, managed corrective action, and approved… Show more Department of Global Health and Center for AIDS and STD; the second largest department at the UW in terms of funding for research and training programs includes 31 centers, programs, and initiatives supporting nearly 250 faculty and 1,200 staff across the Schools of Medicine and Public Health, providing research and education in 93 countries.General Responsibilities include: Hired, trained, supervised staff, conducted annual performance reviews, managed corrective action, and approved leave requests to meet the business needs of the department. Hired for and managed State Work Study program. Supervised all fiscal activities including payroll, procurement, reimbursements and travel. Developed and revised policies and procedures for fiscal and administrative processes. Managed department intranet site. Key Accomplishments Include:• Established fiscal team’s roles and responsibilities for new department. • Created and implemented policy for online budget reconciliation for 300+ budgets, reducing reconciliation time by ~75%.• Developed new and revised existing policies and procedures for fiscal and administrative processes. • Managed 20,000 square feet of work space, including frequent reconfigurations and a $55,000 renovation. Committee ParticipationMember, MSA Administrative Staffing and Metrics Initiative, School of Medicine, 2010 - 2013Member, Emergency Management Planning Committee, School of Public Health, 2012 - 2013 Show less

Insight Real Estate Services; a boutique commercial property management company accountable for 121,569 square feet of commercial real estate and nearly $2.4M in annual revenue. General Responsibilities include: Provided strategic management and operational oversight. Maintained a tracking system for future fiscal-year permanent and temporary funding commitments. Performed daily cash activities, managed accounts receivable and payable, entered journal entries and reconciled detailed… Show more Insight Real Estate Services; a boutique commercial property management company accountable for 121,569 square feet of commercial real estate and nearly $2.4M in annual revenue. General Responsibilities include: Provided strategic management and operational oversight. Maintained a tracking system for future fiscal-year permanent and temporary funding commitments. Performed daily cash activities, managed accounts receivable and payable, entered journal entries and reconciled detailed general ledger activities. Produced monthly and annual closes, reconciled bank statements and analyzed the variance from the annual budget. Trained clients and staff on Quickbooks and Skyline commercial property management software.Key Accomplishments Include:• Provided strategic management and operational oversight for the company that resulted in streamlined operations, reduced operating costs and greater profitability.• Worked with companies to facilitate new property accounting and management systems. Show less

The business thrived during the mortgage crisis by capitalizing on strategic partnerships and keeping abreast of industry changes utilizing strategic financing for clients during difficult economic conditions. Responsibilities include but were not limited to:▪Client Base Growth and Retention: Worked with clients to gain a clear understanding of their entire financial picture, from current situation to portfolio planning. Developed quarterly and annual mortgage planning sessions to… Show more The business thrived during the mortgage crisis by capitalizing on strategic partnerships and keeping abreast of industry changes utilizing strategic financing for clients during difficult economic conditions. Responsibilities include but were not limited to:▪Client Base Growth and Retention: Worked with clients to gain a clear understanding of their entire financial picture, from current situation to portfolio planning. Developed quarterly and annual mortgage planning sessions to uncover clients’ ultimate financial goals which resulted in creating a personalized and effective investment strategy. Utilized customized Mortgage Planning Packages for clients to assist them in understanding how to maximize and leverage equity, manage and reduce debt, and improve credit.▪Networking: Established strategic partnerships within the community including: financial planners, attorneys, realtors, and insurance agents. Collaborated with realtors to create an educational foreclosure investment group for purchasing foreclosure and short sale properties utilizing hard money loans. Implemented and facilitated ‘Accountability Group’ to stimulate Team mentality and become synergized.▪Training and Education: Learned and trained colleagues on proprietary mortgage planning software systems. Earned and maintained Loan Originator license, attended educational conferences and continuing education courses. Show less