Driving DFW Young & Social's expansion through visionary growth strategies and impactful continuous improvement initiatives.Orchestrating key financial decisions to ensure the organization's financial health and sustainable success.Crafting and executing innovative marketing strategies, shaping captivating materials that resonate with our diverse community.Empowering a high-performing team to curate exceptional experiences that foster authentic connections and vibrant interactions.Cultivating strategic alliances and partnerships to enhance the organization's offerings and community engagement.Pioneering creative solutions that enrich member experiences and establish DFW Young & Social as a hub for transformative connections.

Identify, drive, support, and facilitate efficient & effective transformations/changes - from business needs to business results, delivering improved stakeholder, operational, and/or financial performance impact or required culture changes.Support improvements/implementations to processes, ways of working, workflows, operations, and organizations. By implementing major transformation initiatives, projects/programs/line activities driving operational & functional improvements or enabling day-to-day/continuous improvements.Developed and drove a comprehensive learning competence initiative in 25 departments with over 550+ employees at an award winning 5G Smart Factory.Overseeing an International Standard for Organization document management program, restructuring over 6000 global documents ensuring accurate and compliant reporting structures.Leading a team of 5 process architects and engineers to isolate needed surface mount assemblies’ parameters, training and documents on a 2 million dollar production line.

Directed program operations, governance, and industrialization of rotation program worth over 2.6 million.Oversaw and led recruiting team of 36 organization leader at 9 events that analyzed over 800 college candidates across the United States.Managed project that reduced over 55 million in cost of a 155 million real estate portfolio.Managed the performance and development of 26 full time early career professionals. Spearheaded development of two power automation programs, reducing 30% workload across program operations. Coordinated cross-functional team of 56 individual contributors across over 5 business units.

Direct a pool of over 50 Ramp Agents daily to achieve company Key Performance Indicators. While also navigating through any labor relation incidents that occur.Mentor a team of 10 hourly employees with team building exercises.Coordinated and managed all financial aspects of Dallas Station Culture Committee.Implemented Lean Six Sigma techniques to remove waste, and promote efficiency.

Oversaw over 40 customer service, and operation agents to achieve daily station metrics while promoting cross departmental communication.Overhauled local Make-A-Wish team by creating streamlined procedures and policies to improve the overall impact of the team.Managed schedules and assignment for employees, and peers daily.Streamlined employee onboarding procedures to improve employee retention.

Handles any aspect of ticketing and check-in by operating a computerized point-of-sale system, boarding, baggage service, reservations and resolving related complaints and problems.Handles cash, checks, credit cards, travel vouchers and coupons as forms of payment for tickets.Deals with mishandled Customers as a result of over sales, delayed or cancelled flights, lost, delayed, or damaged luggage. Resolves such problems quickly and within guidelines established by the Company.Provides current and accurate fare, schedule, reservations, flight arrival/departure information and answers all general inquiries from Customers and other visitors to the airport terminal.

Managed a team of 5 salary broker, 3 contract mechanics, and 3 hourly office assistants in all Human Resource areas.Designed and implement International Fuel Tax Agreement Excel spreadsheet to increase efficiency for government documents.Spearheaded entry in new market of water hauling yielding 60% increase in revenue, and 35% increase in profits.Regulated required maintenance on Semi-truck tractor units, and dry van trailers to decrease waste by 40%.