Manage BD (medical and non-medical partnerships) for 5 senior living communities within market area. Engage in strategic planning to ensure achievement of sales and census objectives, with key customers including area hospitals, skilled nursing facilities, physicians’ offices, and clinics. Create/implement BD plans directly impacting community occupancy goals. Develop and hand off major accounts. Assist Sales and Marketing with local business relationship management and new business relationship development within market.Generate reports on BD sales and overall district performance metrics. Advise on weekly conference calls for district business development action plans and review implementation progress. Develop market strategy, including collateral development. Forged sales call plans. Oversee implementation of training and coaching programs, as well as CEU plan development and coordination. Deliver B2C and event presentations to promote services and brand. Research and analyze competitors.

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* Generated company’s first $5 million sales year (2013) since its opening in 1994. Grew sales 4% YoY in 2014 and achieved highest employee retention rate in central Ohio district.* Developed and implemented “hire ahead” program in anticipation of census gains. Required directors to dedicate time to conduct first/ second interviews for other departments, increasing “speed to feed” growth needs across all departments. Sustained community gains in census by improving customer service during new resident growth. Slashed move outs due to poor customer service, serving as key factor in achieving 100% census by “closing back door”.

* Built needed community relationships from outside-in for skilled nursing facility, increasing census from 75% to 100% in 13 months. Called on large hospitals in major cities and built relationships with key management and line discharge planners. Updated collateral to include new services and developed new tactics (free CEU programs, team selling/assessment strategies and clinical support for local hospitals with specialized staff).* Increased revenues 3% YoY and census growth from 75% to 100% while administering $6 million budget.* Negotiated contract with union team in skilled nursing facility to develop rules minimizing instances of back-and-forth switching from full-time to part-time status. Reduced scheduling conflicts and improved goal of consistent assignment in quality measures.* Promoted to Executive Director during Administrator in Training program with responsibility for $6 million annual budget.

* Increased Niaspan territory share 150% in 6 months. Two-time national Omnicef monster spiff winner.