Responsible for leading an operating team of eighteen managers at multi site health care facilities in Alabama, Arkansas and Louisiana.Responsible for successfully coordinating and directing all activities through subordinate managers, supervisors, and employees including financial performance, client retention, and management training and development. Responsible for the development and execution of business plans for my area of responsibility.Provide leadership and guidance for contract negotiations. Provide mentoring, coaching and development and promote high potential employees to elevated positions.Participate in new business growth including sales surveys, sales presentations and new business start up.Assist other Sodexo accounts for program and standard compliance, financial accuracy and labor optimization throughout the district, area and country.

Retail Coordinator for district working with General Managers and Retail Managers to improve retail establishments, training in innovative programs and assist as a resource for all aspects of retail. Interview potential management and clinical candidates for positions with Sodexo.Assist with assessments of other Sodexo accounts throughout the district and country.Management team of 3 with 32 FTE’sPoints of service: Retail Food Court - Starbucks Store, Charleston Market, Charleston Market II, Freshens, Connie’s and Catering. P & L account - Responsible for complete operational finance. Reduced labor cost by 58% and food cost by 8% in first year.Manage budgets in excess of 3.2 million dollars.Manage all aspects of the facility operation to include training and human resources.Experienced in Smart Safes with video monitoring systems.Developed and implemented new venues for Food Court.

Manage foodservice staff of sixty-three employees. Developed quality foodservice and patient nutritional care through customer focus, setting goals and performance expectations.Developed a strong management team.Implemented C-Bord point of sale system throughout facility.Decreased operating expenses.Reduced labor cost and food cost. Improved catering service with designated staff and upscale menu planning.Developed a department logo and motto to affect positive morale and improve the department’s image. Recognize and celebrate foodservice week with employees to boost morale.Implemented initial nutritional assessments to be completed by nursing services.Upgraded dietitians job levels to recognize professionalism and competitiveness.Upgraded clinical patient care components to provide care plans, priority care levels and patient satisfaction/care monitors.Implemented a Performance Improvement program.Developed Annual Goal and Objectives for areas of importance and report annually on accomplishments.Developed and revised policy and procedure manuals.Developed an intense sanitation program.Developed a HACCP plan including purchase of three blast chillers.Successfully passed 5 JCAHO inspections with no notations.Successfully passed 7 State inspections with no notations.Preceptor for University of Alabama Clinical and Management Students.Preceptor or University of Alabama at Birmingham (UAB) Clinical and Management Students.Manage budget in excess of three million dollars.