In my role as Vice President I provide the following:* Oversight and Support: Managed operations at multiple HHS facilities across a region, ensuring adherence to company standards and policies.* Team Leadership: Motivated on-site management teams to achieve operational excellence through a positive work culture and effective implementation of HHS programs.* Financial Management: Directed and organized budgetary performance to maintain costs and maximize profits,while negotiating and implementing contract renewals consistent with company guidelines.* Safety and Compliance: Managed job sites with excessive worker's compensation activity to create a safe work environment. Championed new programs and initiatives to drive adoption at the account level.* Account Management: Executed and implemented startup processes for new accounts, setting clear expectations and driving compliance across multiple accounts.* Talent Development: Coached and mentored direct reports to foster their professional growth and create a pipeline of promotable leaders.* Relationship Building: Fostered positive relationships between HHS and partner facility administration.* Data Analysis and Improvement: Analyzed data to identify areas for improvement and made adjustments to meet facility, budget, and compliance goals.* Hands-On Support: Provided direct assistance as needed to support positive outcomes.

In my role, I preside over all 130+ healthcare centers in the Georgia region, with a strong focus oncomplex project management, employee training and skill development, safety andsecurity, equipment and facilities cleanliness, program management, and sanitary serviceoperations.I attain key revenue goals through the development and implementation of operationsprograms to deliver an exceptional customer experience in ABM’s service category.I reshape the operating standards and metrics for the ABM Program at all client fulfillmentcenters.I achieve the goal of zero defects by enabling the senior operations managers to implement,inspect and enforce the standards.I consult with key business stakeholders to enable consistent ABM program performance,communication to ABM field operations, and resolution of ABM performance issues in allclient site types.I conceive a client-centric team, developing strategies to enhance customer service andgrowth, focusing on communication, service excellence, and efficiency to influence apositive client experience and feedback.I have Introduced control processes to improve productivity and reduce cost and waste across allsites, while meeting and exceeding key goals in the areas of performance, quality, safety,client satisfaction, and budgetary plan.

In my role as a Director of Learning & Development, I built and implemented the National HHS Resort Training site and Manager Trainee Program. I develop, coach, and provide hands-on training to new onboarding leaders as well as veteran directors and executives while evangelizing a culture of lifelong learning within HHS. I strategize and execute innovative solutions to improve operational processes and performance in relation to the resort’s cleanliness and division profitability. I collaborate weekly with VP’s and Senior Executives to implement effective deployment and redeployment strategies, in addition to KPI/P&L improvements. I also identify new tools to enhance human capital capabilities across the organization from team members to executive leaders. I contribute to onsite regularly scheduled performance management processes. Additionally, I support and travel nationwide to ‘start-up’ and opportunity sites, to implement HHS strategies, culture, and procedures. I build relationships with vendors and partners in creating and designing tools, programs, and learning models to help our leaders and team members be successful within their respective roles.

In my role as a Manager, I was responsible for supervising the daily shopping experience of the store, which was consistently ranked amongst the top 15 of all Americas in KPIs and Apple focuses. I inspired and developed a growing team to create adaptability to our ever changing environment. I contributed recommendations to senior management on decision-making, implementing strategic plans, and objectives on operational logistics. I provided hands-on training for store employees in customer service, product knowledge, inventory control, and visual merchandising display. I also coached store employees on strategic methods of exceptional customer service, while monitoring performances and appropriately addressing performance issues. I effectively monitored and managed the customer experience by properly assessing and addressing customer concerns and resolving conflict. Additionally, I effectively performed sales leader functions, including monitoring sales floor coverage, maintaining sales production, completion of sales transactions and overrides (including cash, credit, and check processing, and exchanges, refunds, and adjustments); and performing daily accounting and store operational procedures. I properly executed other administrative tasks, including performance review preparation, adjusting schedules, approving time cards, coach connections, rating tool conversions, and development planning.

In my role as a Senior Operations Manager, I supervised, planned, organized, and directed a management team of 7 leaders with 200+ hourly associates of the Environmental Services Department, while ensuring safe, productive, and efficient operations. I provided leadership, motivation, and guidance to staff in the Environmental Services Department to help accomplish established standards that exceed customer and patient satisfaction expectations. I supported and improved bed turnaround times by 54%. I also assisted the department with increasing productivity, as well as driving cost from the 99th percentile to the 35th percentile. I supported the implementation and administration of ABM Patient Experience Program as well as employee engagement. I built long-lasting relationships with staff, clients, and direct reports within the facility which in turn improved image and general relationships between the department and outside stakeholders. Additionally, I implemented floor care programs within the institute over a wide array of floor types which has sustained and maintained a show quality presentation.

In my role as a Project Manager, I led a ‘start-up’ team that completed measurements, calculated data, input square footage and critical information to develop effective productivity standards for the staff and industry. I developed job duties, position controls, schedules, as well as other structured training and development programs to be implemented at newly acquired ABM accounts. Additionally, I trained staff and management on industry policies and standards to sustain and exceed client expectations. As Interim Throughput Operations Manager at Rush Medical Center, I worked in a highly unionized environment to engage staff and increase productivity from an average of 6 discharges to 10 within a shift, while decreasing the bed turn times by 27%.

In my role as a Director of Environmental Services, I managed 100+ team members, including schedules, rounding, hiring and firing, payroll and department budgeting. I created and maintained an efficient, high performance, clean, and sanitized environment by coaching and training team members about the company's policies and procedures. I drove the quality of cleanliness to improve patient satisfaction scores and decrease the infection rate throughout the facility. Additionally, I learned, developed, and specialized in floor care skills of all types of floors, ranging from stripping and waxing to regular floor maintenance.

In my role as a Lead Assistant Director, I oversaw the environmental services department of a 400+ bed hospital. I directly managed, trained, and led 100+ employees, while maintaining a top quality environment for patients, family members, doctors, and hospital staff.

In my role as a General Manager, I was responsible for $1.3 million in annual revenue and an inventory of over $10,000. I managed and motivated a staff of over 25 associates, while also managing a daily revenue which averaged $1,900. I attended weekly Profits-and-Losses (P&L) meetings to identify opportunities to improve company profits while also having weekly meetings with staff to enhance customer experience. Additionally, I analyzed comparison reports weekly to monitor and anticipate store trends. I provided ongoing training to associates on company policies, procedures, and expectations. I also conducted interviews to control quality staffing. I consistently exceeded production cost by 4% with an overall double digit sales increase weekly. I was selected as a Future Leader of Waffle House out of 36 managers.