Responsibilities include, but not limited to, define and implement operations strategy, structure and processes, monitor performance to proactively identify efficiencies and propose solutions, maintain a working knowledge of and document all phases of operations, coordinate support to operations throughout the business and provide regular performance updates to the leadership team and board.- Identified and implemented phone/dialer system

Responsibilities include, but not limited to, day to day management of all the business operations within two law offices, marketing, facilities, P&L and human resource policies, KPI creation and reporting, vendor management and is the primary executor of the firm’s business systems. - Created and implemented multiple Core HR policies - Provided leadership and oversight on two site moves and site buildout- Created and implemented business model for sustained growth - 282% sales growth after first two years- 250% headcount growth after first two years- Developed and staffed Project, Sales, Marketing and overseas support teams - Developed and implemented KPI tracking, monthly scorecards and business monitoring reports

Goal-oriented Co-Owner dedicated to high levels of customer satisfaction running this online retail business. Motivated, hard-working, enthusiastic, professional, personable, energetic and reliable with 20 plus years of experience directing and managing a wide array of people, projects and processes. o Increased revenue by 500% within first 12 months over forecast

Championed strategic and budget planning and internal / external customer relationships. Controlled site functions, including facilities, logistics, quality, procurement, maintenance, technology support, warehouse, ISO certifications and operations. Spearheaded largest region within company encompassing 3 production sites, 25 direct reports, and 650+ staff. Controlled over $100M budget generating 115M+ in volume.• Led site closure, generating yearly savings of $7M+.• Enhanced overall productivity at largest site by over 400% within first 2 months, generating payroll savings of $350K monthly.• Improved operating efficiency from 35% to 75% by utilizing Lean manufacturing techniques.

Governed leadership of 2 production sites, 13 direct reports, and 400+ staff.• Pioneered implementation of successful project, generating 11.6M cards in 67 days.• Elevated productivity at Jacksonville site by 500% within first 4 months by utilizing Lean manufacturing techniques.• Upheld role and embodiment of Program Manager for largest client by serving as first line of contact and managing relationship.• Initiated Business Continuity Program, managing 4 NorAm sites to bring consistency and mitigate risk.• Facilitated on-boarding of CITI portfolio in Atlanta and Jacksonville, leading all aspects of transition, including machine movement and communication.• Optimized organizational capacity, staffing, and production planning, improving efficiency across multiple sites while meeting ISO certification requirements.

Managed diverse team of 5 managers and 145+ staff.• Coached and mentored team, driving achievement of strategic operational goals as outlined by senior executive team.• Controlled and led complete startup of new site, finalizing rollout 2 weeks ahead of schedule.• Exceeded and outpaced timeliness standards by 100%, outperforming 2nd site within 6 months of production based on FTE vs. volume.• Facilitated training of all managers and staff on-site, setting excellent culture and leadership foundation to drive success.

Headed efforts of Technology Card Issuance Team in Dallas and Jacksonville. Spearheaded over 100 business projects from Card Issuance Technology perspective.• Led region conversion by developing EMV Key process / procedures within Citi Card Issuance, which enabled transition from magnetic stripe to chip card.• Established processes, ensuring compliance actions for Technology team to standardize application management system and Continuity of Business requirements.• Drove collaboration by diplomatically serving as liaison between development teams, business, and operations for all Card Issuance internal / external major projects.• Converted to new operating system, JAAMS 1-5, improving efficiency.• Mitigated audit risk by decommissioning internal servers.