• Development and execution of strategic operating and implementation plans for 7 new and current programs totally over $11m • Provide direct technical assistance to programs for performance improvements and manage the implementation of Standard Operating Procedures (SOP) across programs and partners to ensure quality service delivery• Work with program leadership to develop key performance metrics and manage client relations• Direct Management of NYC Back To Work program and closeout, performed by a network of 6 sub-contracted non-profit partners delivering job readiness and employment services to NYC residents• Contract management and performance accountability oversight for 12 sub-contractors• Managed takeover, implementation, and development of major benefits screening technology

Regional Director, ResCare Workforce Services, (NYC Back To Work Program), New York, NY 2010 - 2012• Oversight for all operational, financial, and management needs of the NYC Back To Work Program/Contract with a staff of over 225 across 5 locations, and $14 million dollars in funding• Creation and oversight of the development of strategies for job development and placement of program job seekers• Development and implementation of strategic operating plan that required a reorganization to management, operations and services• Client (NYC Human Resource Administration) interface for all Vendor and Contract requirements (negotiations, requests for proposals, performance management, and data and analysis Director, ResCare Workforce Services, (Staten Island Workforce1 Career Center), Staten Island, NY 2009 - 2010• Oversight for all operational, financial, management of the Career Center with a staff of 17• Develop and implement strategies and reporting mechanisms to assist the Workforce1 Center meet all of its strategic operations goals and client expectations• Client(SBS) interface for all center operations and Key Performance Indicators• Responsible for the management and operational direction of the Staten Island NYC Business Solutions sales team• Implemented accounts and strategies to gradually bring the center to a consistent weekly exceeds goals measurement

• Leadership role in the execution of an off-shoring project for Goldman Sachs; including travel to Goldman Sachs office in India to hire and train, develop process improvements, and creating standard operating procedures • Identify, manage, and develop an onsite team of 80, including recruiting coordinators (experienced hire and campus recruitment), recruiter’s, reporting analysts and background check analysts• Human Resource responsibilities for all onsite staff (Headcount, Cost management, Staffing vs. Demand Analysis)• Lead Project Manager in the implementation of key HR related tools. (Applicant tracking system (Vurv/Taleo) and employee management database (HRWW/Hewitt))• Development of HR strategies, planning, and execution. Including process mapping and organizational design, and • Overall responsibility for HR functions for onsite staff including compensation(market analysis and bonus analysis, performance management and staff evaluations, professional development as well as on-boarding and terminations• Conduct and analyze weekly, monthly, and quarterly volume/metrics reporting for Goldman Sachs clients (weekly volume reports, quarterly business reviews)

Managed a team ranging in size from 55-95 Administrative Assistants, supporting over 500 Client Service Professionals across 7 different service lines and 4 office locations and client sitesManaged the assignments/headcount of staff based on clients' business and demandConducted year-end compensation analysis, decisions, and staff communicationHandled Employee Relations and other HR issues for employee's including on-boarding off-boardingResponsible for the development and execution of training and development programsDesigned and created departmental standard operating procedures (SOP)Supervised a team of HR recruiters assigned to support the north east region administrative teamConducted new hire, mid-year and year-end evaluationsDeveloped staff based on client feedback and personal observationsWorked with Firm's legal department to create and standardize financial process and external communicationsManaged project's for ASG departmental committees and other firm organizations

Managed a team of 35 Assistants, supporting over 100 Professionals across five Investment Banking and Human Capital Management sub-divisionsEvaluated individual staff workflow to maximize support levelsPerformance managed and developed staff in line with operational goalsManaged the recruiting team and process for IBD Assistant positions, ensuring seamless support for the banking populationCreated the New Hire Assistant Training ProgramManaged program responsibilities for Distinguished Service Week; a week long program to honor Assistants in the Investment Banking Division ($22,000 budget for 2004)

Managed the day to day operations of the Presentation and Production centers overseeing workflow, staffing, scheduling and customer service issuesSupervised staff of 160 contingent workersKey role in the implementation of a third party contingent management onsite vendorConducted interviewing, and coordinated all on-boarding and off-boardingBuilt a strong customer service oriented team for a clientele of over 1,000 investment bankersManaged all contingent recruitment for Presentation/Production departmentsInstituted a weekly scorecard to monitor queue times and cycle times increasing overall productivityPerformed staffing vs. demand analysis to reduce downtime and increase productivity

Managed day-to-day operations of Fax Services Department across three shifts (22 Operators)Led project planning team for building outages and emergency operationsActed as liaison between regional and international offices to ensure business consistencyMaintained a customer service oriented team focused on quality and speed of output