Patrick Noack Email & Phone Number

Chicago, Illinois, United States

Chicago, Illinois, United States

• Reorganized to focus on Time & Expense, I hired a new team of 8 employees to cover 14 office’s Time & Expense needs across 10 states assisting ~3k caregivers.
• Conduct biweekly presentations with each office to analyze trends and areas for improvement, ranging from system operations to Vendor Management System compatibility.
• Weekly reviews with team to review root causes of system and processing issues with newly entered clients.
• Create content and host Webex and in person training for new Maxim employees, from all 14 offices, as well and continuing education for recruiters and Business Development Managers.
• Develop and coach T&E team to build core competencies and business acumen to help promote and grow careers.

Greater Chicago Area

• Oversaw day-to-day operations of a 9-person team which is responsible for supporting 10 recruitment business lines. Our team is responsible for onboarding new employees, weekly payroll, and credentialing a workforce of.
• In March of 2018, I was selected to join a team in charge of rewriting the orientation program as a companywide rollout for all Field Support Staff. The completed new 5 week program was highly praised by regional and.
• In May of 2018 I was asked to join the Maxim Advisory Board which is a committee that meets monthly to provide local office feedback to C-suite executives about new policies and company correspondence, while also.
• In March 2022 we split our team and I promoted 2 team members to Managers in order to take over the credentialing roles for our growing office.

Greater Chicago Area

• Acting as a liaison between our clients and staffing agencies, I manage candidate pipelines to ensure proper clinical coverage nationwide. We staff varying levels of healthcare professionals for both daily and long.
• Consulting with my clients to clarify their future temporary staffing positions while tracking current working orders. By using clinical evaluation tools, vendor feedback, and client manager reports we are able to.
• Building lasting relationships with our vendors to ensure that our clients’ needs are urgently attended to and promptly filled. I also act as a sounding board for our vendors to report concerns and issues that arise so.
• In 2015, I managed $5.1 million in sales across my accounts, which I grew from $1.6 million since taking them on. In 2016, I further developed my accounts to total $9.4 million.

Oakland CA

• In my first year as a manager, our branch was challenged to increase income 15%. We exceeded that target by over 7.08%, earning over $665k in net income for 2013.
• My responsibilities included managing relationships with our partners and contracting with new institutions to broaden our business. Frequently the sole point of contact, I was responsible for rate negotiations and.
• I was in charge of all hiring and training of our office internal staff, as well as holding monthly one-on-one progress meetings. I set goals recruiter and branch-wide goals in order to sustain efficiency, and maintain.
• Continually adapted the office structure to utilize our staff’s strengths and minimize weaknesses, while making sure my team stayed focused and happy with their objectives.
• As I was responsible for all compliance initiatives, including Joint Commission standards, I oversaw all the day-to-day of recruiters and compliance coordinators and personally signed off on every healthcare employee.

Oakland, CA

• During my time as a recruiter I lead our office in growing net income 470% from $84k to $480k in two years. In the two years, I went from being the only recruiter to becoming the senior recruiter to a team of 4. In.
• A new client hospital was among the many partnerships I created and maintained for the company.
• As I was responsible for the full recruiting lifecycle for nurses and other healthcare staff, my work included finding qualified candidates and guiding them through the full hiring process (salary negotiation.

Milpitas, CA

• On May 1st, 2008 I was promoted from Intern to Assistant Manager, Banquet Services, and assumed the responsibilities of on-site management as well as incoming event sales opportunities.
• I was rapidly given more responsibility, beginning with preparation of the department payroll. Our staff fluctuated by event size, from a core of 3 FTEs up to 20 on-call staff, for events with as many as 1000 guests. I.
• In 2009 I was placed in charge of the department’s staff scheduling, purchasing (with an annual budget of approximately $800,000), and inventory maintenance.
• I developed strong working relations with MindTree Inc, HeadStrong, L&T InfoTech, and LifeScan as recurring customers for the Center. ICC became the premier offsite location for training and promotional events for.
• In January 2010 I was placed in charge of all event logistics. These duties included coordination of facilities, staffing, equipment, catering, and multimedia. As our international teleconference business grew, I was.
• I was a regular contributor to the department’s advertising campaigns, as well as marketing collateral, which included creating the wording and layouts for our informational packages, mailers, and newsletters.

Bachelor Of Arts (B.A.), History

Activities and Societies: Santa Clara University Water Polo

Education record