• Work as part of the Information Systems (IS) Customer Engagement team tasked with managing the relationships between multiple global Operating Companies’ executive stakeholders and the corporate IS team• Support the IS Strategy and Planning team responsible for assessing enterprise level technology solutions for global operating companies• Part of a small team tasked with developing the IS methodology for performing enterprise level technology assessments• Work to develop strong working relationships with all levels of Operating Company leadership to better understand their business needs and challenges. Additionally, work with all levels of the organization to create better awareness and understanding of their requirements and how technology or process improvements can best be leveraged.

• Analyst tasked with working with IS and business leadership to draft the 3-5 year strategic roadmap for the Next Generation Enterprise Recruitment tool• Worked with Allegis Group’s global operating partners throughout APAC to help to align their future technology platform with Allegis best practice recruitment processes• Worked to build the detailed business solution case and the detailed analysis for the replacement of Allegis Group’s enterprise job boarding, job posting and distribution toolset• Analyst responsible for assessing enterprise technology for automating the current manual new hire onboarding process of over 300,000 new and rehire employees annually, ultimately saving the company between $7M - $9M per year• Worked to document and develop the global support model for the global IS department, supporting over 15,000 global users throughout North America, Asia, Europe, and Australia. • Lead Analyst tasked with performing vendor and solution assessment and system implementation for Applicant Tracking and Client Relationship Management system supporting a global legal recruiting firm

• Work with the Strategy & Planning team on various initiatives. • Highly-visible role requiring interaction with both business and technical resources.• Business processes modeling and documenting• Conducting research into business and technology trends• Conducting financial analyses.

Help business owners relocate, refresh, and reengineer their businesses in order to operate more efficiently, gain and retain more customers, and increase profits. • Work with key stakeholders of companies to evaluate needs and opportunities for their continued company growth. • Conduct market research, upgrade and update existing databases, locate foreign suppliers, and improve business process flow.• Analyze operations of organizations ensuring accounting systems provide owners and management with accurate information so that they can accurately assess the growth and direction of their organization.

• Analyze, plan and implement operational process improvement needs. Support long-term planning sessions with clients to improve business processes.• Provide consultation to improve process performance and product quality. Assist in the identification and communication of process improvement needs to organizational leadership to ensure company needs are met in a timely manner. Measure performance against process requirements, aligning improvement projects to close performance shortfalls. • Develop routine metrics that provide data for process management and indicators for future improvement opportunities. Collect data to identify root cause problems. Research processes to aid in the translation of business objectives into functional requirements and solution design.• Member of OPM Team charged with the consolidation of 5 Process Asset Libraries (PALs) into 1 single PAL. The SSC Atlantic PAL was deployed with System Development Lifecycle design, CMMI Process Areas, SIPOCs, and Organizational Standard Processes• Led Business team focused on Capability Maturity Model Integration (CMMI) metrics for project assessments and the project management input affecting those assessments including but not limited to: cost, schedule, performance, re-work and Casualty Reports. • Provide OPM support for SSC Atlantic’s attainment of CMMI Maturity Level 3 by providing statistical analysis and assessment of the data collection points used in evaluating our CMMI projects.• Develop a consolidated plan with near-term objectives including: (1.) an OPM Strategic Plan covering 3-5 years, (2.) an OPM Tactical Plan covering FY10, (3.) an Atlantic Transitional Process Improvement Guide, (4.) a supporting Schedule (covering FY10 and the next 3 years), and a (5.) review of the OPM and PAL portal pages, providing input to design, content, layout and functionality.

• Manage Daily revenue audits for $30 million (annual) resort operations, producing daily, weekly, monthly, and annual reports for company leadership. Analyze and automate work flow of Income Audit division and reduced processing and reporting time from 6-8 hours a day, to less than 1 hour a day.• Conduct operational audits identifying deficiencies and opportunities to update, upgrade and streamline operations; focused toward saving resources, lowering operational cost, reducing overhead, and increasing efficiencies.• Member of the Corporate Transition Team responsible for transitioning newly acquired properties into the DH&R portfolio of properties. Responsibilities include due diligence analysis of resort operational procedures, training property staff on DH&R best practices, restructuring Accounting department, and training property leadership on accounting procedures.• Manage all aspects of the division’s business by preparing and managing project plans, scheduling, and facilitating training for all levels of staff. Evaluate and analyze project cost/benefit relationships.• Integral part of full company conversion to Oracle software suite. Played a vital role with staff training, software implementation, and standard operating procedure development.• Manage and supervise the Accounts Payable team while developing systems and methods of streamlining the accounting process. Reduced staffing levels from 3 full time staff members to 1 member, working 30 hrs/week. Analyze the work flow of the Accounts Payable department in order to refocus, realign, and resize the department. Department became the standard for all 35 DH&R properties.

All areas of business start-up including: Personnel Recruiting, Management, and Training; Business Planning and Marketing; Financial Planning and Oversight. • Gained proficiency in effectively interacting with diverse individuals.• Managed and maintained a professional environment and practice.• Developed a system of client diagnosis and treatment which included: Chiropractic, Massage Therapy, and Sports Rehabilitation.