• Oversaw 167% YOY increase in EBITDA after six months of leading region, using streamlined approach to business management and strategic focus on growth initiatives to enhance profitability and quality of service delivery• Developed financial modeling tool to enable campuses to hit individual investment targets, with a focus on optimal mix of target session count, labor % and target margin, considering fixed costs specific to each campus• Championed leadership coaching and development program among all Southern California Heads of School, applying Novus Global commitment-based coaching techniques in weekly 1:1s and monthly development sessions• Cross-brand promotional/outreach efforts in Woodland Hills resulted in a 14% Save Rate, demonstrating the potential to expand TAM by leveraging best of both brands.

• Provided regional support and oversight to six campuses in Los Angeles region• Oversaw turnaround in LA region, with regional profit margin ultimately increasing from 2% to 20.5% from 2020-2021• Led campus leadership to embrace merger with Fusion Education Group and partnership with their counterparts at neighboring Fusion campuses, resulting in innovative best-practice sharing and cultivation of a team-oriented growth mindset throughout the region• Provided leadership and stability to three campuses in region that underwent significant leadership changes, backstopping campus culture and maintaining campus commitment to achieving results and continual growth. Campuses have since stabilized and are thriving• Led a cross-functional team to design and launch the Virtual School Day (VSD) initiative at the start of COVID, providing prospective families a virtual free trial experience through a centralized program that resulted in both an increase in leads and a 25% Lead to Enroll conversion rate, compared to a 7% non-VSD Lead to Enroll• Oversaw a seamless transition to virtual instruction across the region, with all campuses making the change within 24 hours without any session erosion and with extremely satisfied students, families and teachers

• Awarded 2017 Campus of the Year Award out of 72 campuses for earning the highest Net Promoter Score in the company, achieving one of the highest graduate placement rates in the company and achieving one of the strongest campus growth rates within the company.• Leading Riverside campus turnaround by restructuring sales team, launching new programs and spearheading more cost-effective delivery platforms. As a result, student population tripled from mid-2014 to 2018• Achieved highest YOY growth rate in the region, going from the region’s smallest campus to its sixth largest (out of thirteen) in one year• Oversaw the company’s most successful new product launch out of 36 launches company-wide, launching Electrical Technician in 2016 and growing it to become the campus's second largest program in one year• Achieved DIR (Department of Industrial Relations) approval of Electrical Technician program• Launched successful referral campaign, increasing word of mouth business by 14% YOY• Earned “2016 Campus Performance” Award for student population growth• Graduate of company’s first LEAP (Leadership Executive Action Program) class, a leadership development program designed to cultivate the company’s strongest leaders• At the start of my tenure, spearheaded successful change management campaign to drive excitement about the future and reestablish unwavering commitment to results and success throughout all levels of the campus

• Achieved "2012 Campus of the Year" Award out of over 55 campuses nationwide for financial performance, achievement of educational and placement outcomes, development of new programs and community outreach• Increased profit margins by 3% in 2012 and 4% in 2013 by focusing on referral development, marketing optimization, operational efficiencies and cross-functional change initiatives• Worked with Chevron and Shell/Exxon-Mobil to develop new Oil Field Operator training program, which launched in 2014 and exceeded all budgeted start expectations• Restructured and ran sales team during the first half of 2012 to drive turnaround and lay the foundation for success• Achieved one of the company’s highest percentages of referral-generated business in 2012-2013, achieving over 50% • Earned seat on the Kern Economic Development Corporation’s Board of Directors

• Managed budget of over $9 million, generating monthly variance analyses, conducting financial analysis of individual product lines and leading expense management initiatives to achieve budgeted contribution margins• Developed and led campus-wide campaign to increase graduate placement rates, encouraging interdepartmental cooperation and driving the campus to address weak placement rates

• Managed 4 marketing initiatives in India and the Middle East, traveling to markets, meeting with the trade, governmental contacts and the media, and developing joint marketing ventures with in-country partners• Launched AHEC’s inaugural American Hardwood Pavilion at Dubai Wood Show, working with partners in Dubai to create the premiere trading platform for US exporters and regional importers• Spearheaded promotional program targeting Indian manufacturing sector, working with Indian design magazine and US furniture designer to market US hardwood products to Mumbai-based designers and manufacturers

• Launched Latin American market development program, managing market research study and developing targeted promotional strategies for hardwood markets in Brazil, Chile and Dominican Republic• Supervised offices in Mexico and Korea, designing promotional campaigns and administering 15 PR contracts