Built and marketed the first hybrid hospitality and care management model of its kind in the country, bootstrapping two pilots in two cities while also building out and motivating local teams. Responsible for all aspects of product development, marketing, human development, and go-to-market strategy. ► Independently created a beloved, consumer-facing brand from scratch whose acquisition metrics outperformed traditional market offerings by 50%. Responsible for creative direction and development of all aspects of brand including overall go-to-market strategy and more granularly, all brand communications including press releases, direct mail, social media communications and presentations.► Created an innovative recruiting funnel and proprietary service model for CarePods pilot teams that outperformed industry benchmarks by 900%. Recruited, hired, onboarded, and managed service flow for CarePods pilot teams. Created job descriptions, operating guidelines, organizational procedures, and Team Member Handbook. Established training protocols.► Modeled and developed a B2B licensing model to drive national growth.

As Chief Strategy Officer for this SaaS Company, I reported directly to our Founder Team to provide strategic guidance and business development consulting while amplifying our brand position and awareness in the market. In addition, I was promoted in 2017 to manage all operations for Team Sherpa including direct responsibility for Product Development, Sales and Marketing, Human Resources, Finance, and Facility Management. During my tenure, I worked closely with stakeholders throughout the company on a wide array of strategic initiatives including development of new marketing and branding materials, reporting procedures, and implementation of an Agile framework.By the time I moved on to pursue my entrepreneurial dreams, I celebrated, along with the Team, the massive cultural and operational growth we experienced during the journey.Through collaboration, a new focus on employee engagement, and roll out of a massive research initiative we achieved:► THE LARGEST INCREASE IN MARKETING INQUIRIES and new communities sold in company history achieved while maintaining negative churn.► A NEW WEBSITE AND METRICS-BASED MEDIA CAMPAIGNS that doubled our audience size in less than 12 months.► A REVITALIZED EMPLOYEE WORKFORCE focused on service, operational excellence, and compassion. I updated the Team Member Handbook, introduced new benefits including a profit-sharing performance plan, and established operational scoreboards that empowered department leaders.

One of the things I’m most proud of is the career advancement I’ve achieved with the Maxwell Group. After initially being hired as the Director of Public Relations more than 10 years ago, I progressed through five promotions to arrive at the COO position responsible for three in-house senior care brands, 30 direct reports, and 1.5K Team Members.The brands I managed include:SENIOR LIVING COMMUNITIES: 10 continuing-care communities in southeastern and midwestern USA. WELLMORE: A luxury healthcare services community combining assisted living, memory care, and skilled nursing units. LIVE LONG WELLCARE: A private duty home care provider.As COO, I took radical steps to transform our internal operating culture while launching sales, marketing, and pricing strategies that ultimately led to historic sales and occupancy results. Some highlights during this time include: ► GREW PORTFOLIO OCCUPANCY 500 basis points and NOI 600 basis points while overseeing significant market-rate and internal rate increases ► SOARED OCUPANCY from 80% to 92% in less than 10 months at target properties► INCREASED LEAD TRAFFIC and conversion of inquiry-to tour ratios 30% YOY after initiating a campaign-based approach to marketing.

While the scope of my role was expanded to Executive VP in 2014, I had already been working diligently in my earlier VP Operations role (2012–2014) to transform an internal culture that was contributing to costly turnover, operational inefficiencies, and lag.Many of the initiatives I started in this earlier role continued to unfold and develop throughout my last several years and into my eventual promotion to COO.Some of these large-scale projects included:► ESTABLISHMENT OF GUIDING PRINCIPLES: I established the Company’s principles to govern behavior as well as service-areas goals that are still used even today.► CHANGES TO LEADERSHIP and COMMUNITY STRUCTURE: These changes involved nearly $2M in raises for front line staff and a new focus on bottom-up leadership. From 2012 forward I experienced ZERO voluntary turnover in direct reports and a significant decrease in portfolio turnover.► INTRODUCTION OF A DEPARTMENT SCOREBOARD: I put the focus on family engagement and rigorous oversight on all clinical policies. Attention to team support, feedback, and quality service led us to become known industry-wide as an employer and provider of choice.OPERATIONS PROMOTION TIMELINE:Interim Executive Director: 2012VP, Operations: 2012–2014EVP, Operations: 2014–2015

After three years as Director of Public Relations (2009–2012) where I developed and implemented community public relations plans for 12 retirement communities throughout the Southeast, I was promoted to VP of Communications.One of the highlights as VP was achieving 7 “Best of the Best” Awards from Argentum for outstanding wellness programs. Developing high-profile programs, key relationships with local hospitals and research universities, and a strong media plan were all integral pieces in my strategy to elevate our national profile and stand out from our competitors.