Leading the transformation of multiple company’s through an entrepreneurial lens.

• As Director of Business Development, led strategic growth initiatives across Chicago, Detroit, and Los Angeles markets, driving significant increases in revenue and expanding the company's client base in these critical territories

• Developed a transitional care Senior Living Community called Anesi on a $46M 22-acre senior lifestyle community project in Carson City, Nevada, selling the rights at the entitlement stage, as well as working with Capitol Mall on a $210M 9 city block mixed-use development in downtown Carson City, Nevada• Responsible for the development concept of the Fox Valley Sports and Entertainment Center, a 56-acre sports development in Illinois that included a 3.5K seat ice area with 3 supporting sheets, retail, office, sports therapy, and physical therapy, an indoor sports complex with retail, restaurants, and office space, and a 200+ room-themed hotel with meeting and convention space

• Hired to oversee the redevelopment of both the hotel design standards and the developer partnering program for Hyatt’s limited service and full-service brands, traveling the country interviewing design firms, development partners, technology companies, and workplace strategists to gather critical information• Utilized the information to author a white paper titled The Hotel and Conference Center of the Future, Hyatt Brands, which was ultimately adopted by the executive committee, with many findings and recommendations receiving endorsement by Hyatt and integrated into new product brands

• Recruited as a member of the executive leadership team responsible for leading the marketing and sales strategy for 9 market segments, focusing on elevating the presence of the practice in the 14-state region, delivering $9M in fees in less than 2 years• Recognized the ineffectiveness of the CRM system and worked with the Practice Leader to purge old and bad leads and update new and qualified leads, establishing a foundation for forecasting to become more realistic• Led the restructuring of the marketing department and hired a Marketing Manager and 2 Marketing Coordinators, collaborating to establish new policies and procedures to enhance efficiency, providing a more structured process for creative thinking• Performed a financial study and identified significant marketing spend and focused on a way to reduce the cost, purchasing 3 I Pads and loading with all organizational marketing information to be shared among the practice groups, resulting in an average of $12K savings each quarter• Directed the annual Regional Business Unit Planning process, collaborating with each Practice Leader to establish strategic budgets, sales targets, and objectives• Implemented collaboration and weekly communication among the 8 major domestic offices and 3 major international offices, building relationships that led to 8 significant pursuits in 4 different market segments for the firm• Responsible for reestablishing HOK’s presence in Chicago, building relationships with City and County Officials, Developers, and Real Estate professionals, and driving a significant increase in opportunities and potential fees of over $7M for 2013• Established HOK NCR as an industry expert spanning 3 markets, including Retail, Hospitality, and Multifamily High Rise, in less than 2 years, building credibility to sell opportunities within the regions

• Successfully performed as a firm partner with full responsibility for P&L and management duties, as well as overseeing the sales and marketing efforts supporting the multi-disciplined architectural, engineering, and construction management firm• Oversaw the recruitment and development of new staff members, facilitating training to achieve specific market experience while aligning the company with prominent A/E organizations, securing $3M in project fees• Led the restructuring of the marketing plan and established a strategic roadmap, generating a $2M revenue growth in 3 years• Recognized the opportunity to dissolve the construction management unit saving $250K annually, as well as repositioning the architectural/engineering unit to add $300K in bottom-line revenue