From management to dispatching, I handled new tech hire onboarding, payroll, receivables, payables, sales follow-up, customer service, suppliers, technical and personnel issues and company events. I opened the business each morning at 7 am, worked all day, and then, closed it each night at 7 pm, Monday through Friday, and on weekends (but for reduced hours).

I assisted in establishing operations (and administration) for a SaaS startup, covering installation, maintenance and support of the software, plus personnel, quality control, and executive issues.

I directed automation that doubled the company’s revenues to over $24 million. I was responsible for all the daily operations of the business. I acquired work for the trucks, dispatched and supported drivers, and entered all jobs into the dispatch system. I verified driver's logs for compliance. I was responsible for recruiting and orientation of all employees. I was responsible for acquiring new clients and developing new customer relationships I managed office staff, drivers and IT. I compiled and filed all state and federal reports. I was responsible for accounts receivable. I was responsible for inventory management. I responded to and dealt with all state and federal audits.

Before it was acquired by Oracle, I provided executive support to the CEO's office of Micros International. I supported field reps and technicians throughout the US and Canada. I handled and adjudicated contract disputes.

I was responsible for all communications incoming and outgoing in the office. I collected rent from all tenants and prepared the monthly rent roll report to the President. I prepared all accounts payables for the treasurer. I handled the scheduling and renting out of the Banquet Hall. I tracked its profitability and made its reports for the President. I handled all maintenance and security issues with the building.

I was responsible for all marketing of the Glen Burnie location. This included all food drops, charity events and organizing the events. I was also in charge of getting donations for the regional Outback Steakhouse Charities. I was in charge of ordering and mailing all marketing materials for the charity as well as the gift card sales. I was the office administrator on the weekends and filled in as server and take away when needed. I managed and reported daily receipts and liaised with the corporate office regarding income, variances, personnel issues, plus other office duties. I was a certified trainer and earned almost every exceptional performance award that Outback offered. Look for me in People Magazine (April 2005).

I was responsible for Human Resources and weekly scheduling of a 90+ employee call center. I planned and implemented personnel policies and programs, informed employees and supervisors of changes and ensured legal compliances. I recruited, tested, hired and oriented new employees. I evaluated performance, then disciplined or coached marginal employees to bring up their productivity. I conducted and analyzed exit interviews, recommending changes where needed. I maintained pay and benefit programs, as well as, conducted research to ensure that the employees were getting good benefits at a competitive rate. Over a three year period I greatly expanded personnel. Eighty percent of the company's employees work in the call center. When I started, personnel procedures and training were at an irreducible haphazard minimum. Apprenticing and performance coaching were practically non-existent. Initially I worked with the C.E.O. and other directors to establish many of the standards of hiring and maintaining personnel. During 2000, you could also find me supervising the call center part time, while creating and overseeing more comprehensive recruiting, orientation and training programs. Our objective was to decrease employee turnover and increase individual productivity within the frame work of teams. I collected weekly departmental statistics, compiled and prepared the weekly company reports. As a divisional manager, I conducted periodic pay surveys and job evaluations and assisted in preparing payroll budgets to maintain a profitable ratio of employees to our company's workloads. I assisted in the company having its highest ever third and fourth quarters in 2002 by improving the recruiting programs and the training line-up so that new hires became profitable much quicker than ever before.

My main job here was to establish sales leads for the outside sales reps, for which I also kept appointment books and generated calendars. I took incoming sales calls and made outbound sales calls, as well. I also handled customer service calls. I sold optical benefit programs to businesses for their employees. I sent out literature and samples, then prepared and sent out quotes. As I got sales, I would process their credit applications. Once signed up, I would explain optical benefits to patients and assist them in filling out the necessary forms. One of my accomplishments was my work on creating, promoting and scheduling of an onsite Optical Van to new and existing customers. This program went so well that the van had a waiting list within the first nine weeks of the program.

I was responsible for 42 Pre-K children in my class. Each day I prepared work, taught the children, scheduled activities, and met with parents regarding their child's progress in class. I also organized and led field trips.

The company (since acquired by NPC) was the largest operator of Wendy's restaurant franchises with hundreds of locations in the Mid-Atlantic region of the U.S. I handled accounts payable.