• Created and maintained multiple in-depth Microsoft Power BI data visualization analytics using ETL methodology, SQL queries, and tools for both integration and operational needs, including Snowflake databases and other data warehouses.• Frequently “clean” data from multiple sources, formats, and platforms to consolidate and provide analytics insight from a single source.• Primary point of contact for all integration Smartsheet support, many optometry operations solutions deployed to district managers and offices, and feature updates, including recommendations of improvements to be made.• Assembled extensive visualization of complex datasets to concise, user friendly data analysis outputs, allowing leadership and stakeholders to find important information easily.• Hosted multiple training sessions, toolkit discussions, and other needs with regional directors and their teams to accommodate changing requirements and focuses and align existing solutions with these initiatives.• Drafted multiple communications for optometry offices on behalf of regional directors, creating consistent, effective verbiage to deliver to the field.• Architected and programmed an extensive integration toolkit in Smartsheet, providing centralized task management, automation of report dashboards, ease of use for integration managers to begin work on a new practice, and customization options for unique projects or acquisitions.• Led a team of multiple individuals across various functions to create business processes for deploying Digital Optometrics in optometry practices, including documentation of process, identifying and correcting inefficiencies, building a strong working relationship with the Digital Optometrics team, and managing all aspects of the project, generating over 2 million in incremental EBITDA.• Identified numerous business analysis solution opportunities in integration and operations processes, and architected solutions designed for end user simplicity.

• Develop and lead a team of approximately 65 direct reports in 12 offices in the Saint Louis area.• Created extensive interactive tools to analyze financial data and roll out a new office incentiveplan for Clarkson Eyecare in St. Louis and six additional regional hubs.• Analyzed and implemented 2021 incentive plan revision, launched in January 2021 inapproximately 120 offices.• Created and provided numerous quality-of-life tools to the operations team to increaseproductivity by reducing time spent on routine tasks.• Created and maintained a culture of accountability and personal ownership of success, resultingin annual turnover reduction from 40% to 29% in 2019.• Identified leadership talent within the team and focused their development towards career pathgrowth, resulting in six promotions into leadership roles in 2019.• Built relationships with many departments across the organization by collaborating in projectsand roll-outs of new procedures, training and task lists.• Created and presented office manager training sessions for 10 office managers to develop skillsets across a variety of experience levels and areas of expertise.• Increased district profitability by growing EBITDA by 17% in 2019.

• Promoted to District Manager, April 2018• Increased office revenue by 6.6% in Q3 and Q4 over 2016, and achieved highest annual revenuein the Saint Louis area offices• Achieved highest eyewear protection plan and doubles percentages in district Q4 2017• Increased photos percentage from 44% in Q1 to 64% in Q4 2017• Increased premium anti-reflective percentage from 43% in Q1 to 95% in Q4 2017• Increased eyewear protection plan percentage from 46% in Q1 to 68% in Q4 2017• Assisted district manager with interviewing and hiring of candidates for other offices, hostingconference calls, and various tasks as assigned• Managed staff of 13 employees and reduced turnover by creating an environment of teamworkand positivity, creating office-wide contests and incentives, and setting individual challenges foremployees to encourage personal growth• Increased patient satisfaction to a net promoter score of 91% in 2018 by coaching staff inhandling patient issues with empathy, resolving problems before they arise, and owning patient’sissues to ensure resolution

• Achieved and surpassed store sales budget in Q3 2015, Q1 and Q2 2016• Increased revenue at Kirkwood store by 9% in 2016, leading to highest annual sales in 12 years• Recipient of the “WOWcrown” company-wide award, a peer-nominated recognition for goingabove and beyond expectations• Created and maintained multiple spreadsheets for company budgets, monthly scheduling,individual goal tracking, and trend analysis• Responsible for creating and maintaining store’s operational and product management standards• Prepare and maintain accurate monthly sales budget, individual and store quality selling goals,and weekly sales tracking• Performed outreach in the West County region including the Chamber of Commerce, varioushealth fairs and other networking events to increase store traffic and sales

• Recipient of six Summit Quarterly Sales awards in 2012 (1), 2013 (3), and 2014 (2)• Ranked 1st store-level, Top 10 area-level, Top 10% district-level, 2013• Assisted in training and developing new employees in-store following their new-hire training• Coached and encouraged development of small business opportunities and sales within the retailstore in the Small Business Advocate position

Sales and delivery of new and used cars, trucks and vans. Incoming and outgoing sales calls.

Sales, service and configuration of wireless phones, tablets and internet devices. Customer retention and management of existing customer base. Incoming and outgoing sales calls.

Troubleshooting and repair of computer hardware, software and peripheral issues for county computer systems. Maintenance of server backups.