- Led the first-ever branding initiative, including a refreshed logo, new messaging, on-demand marketing materials, an award-winning website, and four social media channels.- Launched an intranet providing 275 deskless employees with 24/7 access to company information.- Implemented a company-wide recognition program for consistent acknowledgment of employees for safety, service, and other milestones. The site has 261 users, a 71% redemption rate, and 3200+ recognitions since the Nov. 2018 launch.- Researched and implemented cloud-based employee management software that incorporates recruiting, applications, onboarding, and learning management into one system. Created a recruiting plan, a career fair plan, and job descriptions. The system decreased application to hire time by 50% and onboarding time by 70%.- Implemented and populated a CRM system for historical data and linked it with the accounting software for real-time financial data. Built templates for on-demand marketing materials reducing the amount of server storage space.- Rebuilt the existing safety manual from a hard copy to a branded, interactive PDF that is hyperlinked, bookmarked, and cross-referenced.- Attended numerous industry, professional, and philanthropic events on behalf of the company.

- Worked with the CEO and executive team to strategize and refine the company’s work acquisition process, ensuring a consistent approach to proposal preparation company-wide. This process streamlined proposal efforts and contributed to continued company growth. Improved productivity and saved company costs by migrating to Adobe Creative Suite and establishing a cloud-based digital asset management system.- Mentored and trained 12 marketing coordinators housed in nine offices. Assisted with presentations and proposals and was the team lead on those worth more than $100 million (during my tenure, revenue grew from $200 million to $1.5 billion).- Established a dedicated internal communications role – a first for Flintco – to act as a liaison for executive leadership to announce corporate initiatives and programs. Established company ‘voice’ and increased internal communication by 61%. This role was vital in easing employees through the 2013 acquisition when Flintco was purchased by Alberici, a St. Louis based construction company.- Led the effort to refresh the brand with nine internal stakeholders and representatives from Alberici. Managed the budget and logistics for the nationwide rollout that was completed in two weeks and included 489 business cards and wearables, 163 trucks, and nine office signs.- Part of the acquisition transition team, serving as the marketing lead for Flintco and as co-lead of the team to combine the CRM and intranet.

- Produced the first marketing manual for regional offices outlining procedures.- Designed a program and trained all employees in the ‘Flintco Way.’- Taught a course on presentation training to all project managers and superintendents.- Implemented Dynamics CRM, digitizing 100 years of historical data.- Served as back-up marketing for eight regional offices with presentations and proposals.- Created and curated the company museum, showcasing 100 years of history.- Implemented new standards for all marketing materials, including an updated website. Launched and established branding for Native American division

Duties include: responsible for support of all marketing functions for four regional offices (Flintco – Tulsa, Okla. and Springfield, Mo., Oakridge Builders – Tulsa, Okla. and Springdale, Ark.); researching and developing marketing plans; creating and assembling proposals and award entries; creating and implementing new promotional ideas; researching new avenues for advertising; scheduling project photography; assisted in writing and creative ideas for catalogs, new programs, marketing collateral, letterhead suite to create a cohesive company brand; managing the booth at industry trade shows; assisted in the creation of graphic standards for both companies; assisted in the creation of a marketing manual for regional offices outlining procedure.

As marketing manager, I developed and implemented marketing plans and budgets for seven trade shows covering the electric power, utility and petroleum industries on three continents, including:- Create and assemble a comprehensive exhibitor kit.- Produced a detailed show guide to assist attendees.- Design and managed the company booth at trade shows.- Conduct research with attendees and exhibitors at trade shows and by mail.

As marketing coordinator, I developed and implemented a comprehensive marketing plan that included giving presentations to local clubs, human resources offices and employees of local companies.

As director of marketing, I managed a six-person staff while developing a comprehensive marketing and communications plan to create awareness among prospective buyers and create sales.

I was hired as an intern in December 1994, promoted to PR Specialist in summer 1995 and then to PR Coordinator in late 1995. I assisted the director of public relations with new business proposals and developed estimates.