Manage Professional Services Team consisting of Customer Service, Invoice Processing and Auditing, Data, Reporting and Analytics, Account Management, Procurement, and Contract Management. Utilize various AI tools to enhance operational procedures and reduce effort to complete work and processes, including Customer Service, Data Analytics, and Account Management.

Managed team of 73 across 4 departments (Inside Ops, Field Ops, Fleet and Diversion)In first 90 days, learned organization, people and strategic direction. Created annual plan to establish clear performance metrics, reduce workload, improve processes, and achieve greater profitability while maintaining operating excellence.Field Operations: Profitability, T&E Reduction, Team Development-In first six months, doubled realized GP generated to $1.5M, anticipated 4X return by EOY and expanded team workload to be able to increase revenue managed from $2.5M/person to $5M. -Reduced non-value add work by 44% creating 1 month of available time per Field Manager (35 people) and a 30% reduction in T&E ($300K in savings annually).-Realigned Regional Directors for consistent communication and work product while developing a bench of future leaders and began leader development for shift to GM role. Diversion: Monetization, Strategy, Training & Growth-Realigned the vision for the team and established 4 pillars of growth centered around monetizing the work product with the team to realize consistent value, revenue and profitability. -Achieved 2.5% increase in company diversion from landfill in first 6 months, tracking to double by EOY. Inside Operations: Leadership, Reorganization, Communication, Workforce Planning-Established regional leadership structure, standardization core processes, improved team communication and alignment with strategic goals. -Workforce Planning increased team workload by 30% with a 20% reduction in workforce without the need for a new hire.Fleet: Metrics, Fleet Management, Development-Established metrics ensuring all 2,300 units are accounted for and move through the processes for installation, refurbishment or reclamation for legacy value efficiently. -In first 6 months achieved goal of 100 units available to install in a 30 day period to speed new client onboarding, while shifting underutilized units to clients to increase GP.

Continuous Profit Generation--Increased profitability from 8% to 19% in 4 years by adding over $1.5M in reoccurring GP annually. New Client Opportunity Development--Delivered a clear path to land new clients by helping them achieve their goals (savings and zero waste to landfill), while providing internal path to profitability Developed Sustainability and Savings Programs for Existing Customers--Created stickiness with Clients by enabling them to achieve their goals, while improving profitability. Procurement and Vendor Network Management--Expanded existing Vendor Network to increase competitive pricing for sales growth and to enhance margin for existing customersTeam Development--Adept at identifying talented teammates and creating an environment where they want to stay, while fostering growth of in-house leaders for future opportunities and maintaining a qualified bench as growth leads to new opportunities for each member of teamClient Implementation--Managed new client onboarding process to deliver on client expectations while hitting timelines. Mergers & Acquisitions--Analyze potential acquisitions for synergies and once acquired, manage integration of personnel, processes, and dataEnvironmental Affairs--Ensure Client Compliance with Federal, State, and Local LawsContinuous Process Improvement--Ensure Compliance with SOX Processes, Reduce Work Effort and Increase ProductivityReporting and Documentation--Created Actionable Reporting to create Transparency at Executive Levels and Improve Organizational Performance

Manage the Project Management Office within the IT Department-Responsible for a Team of 6 project managers-Responsible for Release Management of all Software Deployments / Applications-Responsible for QA Testing for SoftwareWork & Achievements-Educate, Develop and Mature PMO Team on Project Management Methodology and Processes-Team was able to complete three times as many projects as were completed last year. -Software Deployment for two-thirds of company over 3 months-Organized Training Team of 55 trainers for 21 Training sites, Handled communication at the local, regional and C-Suite Level, Tracked and Reported on conversion of $300 Million in orders as they moved from one system to the other, Coordinated training efforts for two other areas to ensure efficacy of training,

•Delivered $10MM in EBITA to the bottom line in past 5 years. •Delivered $20MM in savings to our customers over same period through sustainability and solutions development resulting in the retention and addition of numerous customers. •Delivered solutions to over $400MM in clientele from the likes of the GAP, Limited Brands, Sonoco, GE, UTC, Georgia Power, Con-Way Freight, PepsiCo, Dollar General, US Gypsum, Domino’s Pizza, Rite Aid, Farmer Brothers Coffee, Gordman’s, Dick’s Sporting Goods, AutoZone, Hertz, Penske, and Macy’s among others. •Designed strategy and approach to entice key customers to have WM service their locations by developing solutions that differentiated us from our competitors despite not being the lowest cost in the market.•Managed a highly skilled team of 8-12, focusing the team on handling 20-30 projects in tandem, streamlining and improving existing processes, developing improved analytics, and driving EBIT through the organization while delivering on client needs.•Established a culture of continuous improvement and fostered an atmosphere where individual growth led to improved team performance. •Developed Growth and Development SharePoint portal and associated InfoPath form, handling over 3,000 requests annually from Sales and Client Services for new and existing customers to integrate Oakleaf’s acquisition into the WM sales and development process post-acquisition.•Developed the Growth and Development automated workflow that ensured that each request reached the appropriate teams and the processes and training that produced expeditious delivery on requests.•Developed programs and process necessary to ensure SOX compliance for three departments after Oakleaf’s acquisition by WM.

Responsible for the creation and development of the new Department at Oakleaf called Client SolutionsWith a great team, directly responsible for managing the growth of our department from $1 million annual profit to $6 million by year's end.Responsible for advising team on contract and industry knowledge to help improve the profitability of contracts while making sure that we can deliver on the requirements represented in them. Develop all process and procedures to handle industrial clientele pipeline. Developed specialized vendor certification process, pipeline and process flow tracking, as well as profit and shared savings reporting for all Oakleaf clients.

Responsible for developing cost savings and waste diversion proposals for the single largest expanding area in one of "Inc 500’s fastest growing companies": the Industrial Sector. Direct and synthesize Analyses from Industrial Client Plants and Distribution Centers to optimize the method of handling waste and recycling. Primary goal of diverting waste, increasing sustainable solutions and providing significant client savings, while generating increased profit and revenue. Primary clients include General Electric, United Technologies Corporation, PepsiCo, Coca-cola, USG, Sonoco, Ryder, Bell Helicopter, IKEA, xpedx, Angelica Textiles, and others.

Co-Chairman of Consumer and Financial Services Division process improvement committee. Developed the current operational process to maximize the work intake, estimation, forecasting, scheduling and reporting.Managed the process for reporting and updating information on all projects associated with department. This includes project intake, scheduling, reporting and forecasting. Maintained and improved the resource and release forecasting system to enable Minor and Major release managers to accurately forecast resource needs on a weekly basis.Developed a database to house the resource and release planning and forecasting system and replace the existing semi-automated excel process. This resulted in a 75% reduction in time spent acquiring resource data.Responsible for reporting on current progress of multi-million dollar projects and releases as well as providing summarized reports to senior management for triage processing.

Managed 11 major clients nationally including Wendy's, Value City Furniture, Friendly's and Borders among others. Responsible for client satisfaction and retention as well as maintaining and increasing the revenue stream. Directly accountable for developing increased profit margins for each client.Documented the current account management processes and streamlined them to increase efficiency and client retention. Developed a reporting process to ensure clients are provided with critical information concerning their fleet of locations and each client received the world-class service we advertised.Began process of taking a diverse group of 30 Account Managers, Associate Account Managers and Assistant Account Managers and standardized their work flows to increase efficiency while maintaining customer service levels and creating a cohesive working department.

Market Manager/Specialist•Managed markets for all clients nationally. Interface with service provider base to ensure compliance with client and contract requirements. Responsible for increasing service provider compliance, ensuring that all service providers were under contract, and decreasing overall cost in assigned trades across all markets nationally.•Developed and implemented strategic business process used company-wide for service provider selection and measurement. Identified and guided service provider movement through this process for all clients nationally.•Conducted in-depth study of HVAC Controls trade that enabled forecasting and trending in the trade for current and future strategic cost planning for client development.•Personally responsible for the national yearly budget in assigned areas and for the overall data integrity of all areas.

Managed markets for all clients nationally. Interface with service provider base to ensure compliance with client and contract requirements. Responsible for increasing service provider compliance, ensuring that all service providers were under contract, and decreasing overall cost in assigned trades across all markets nationally.Developed and implemented strategic business process used company-wide for service provider selection and measurement. Identified and guided service provider movement through this process for all clients nationally.Conducted in-depth study of HVAC Controls trade that enabled forecasting and trending in the trade for current and future strategic cost planning for client development.Personally responsible for the national yearly budget in assigned areas and for the overall data integrity of all areas.With a team, generated a new process for the management of focus locations. Responsible for the weekly dissemination of this information to the company to better understand and improve upon our current processes.

Managed the facilities maintenance programs for Bath and Body Works, White Barn and Candle Co. and Lane Bryant, a fleet of 2500 locations, nationally. Client contact and liaison for all program issues.Developed and presented Quarterly Program Reports assessing the quality of the maintenance program. Spearheaded the development of new reporting to better enable the client to understand the main issues occurring at their stores.Responsible for improving the quality, cost and timeliness of work by service providers for maintenance issues.Reversed the negative opinion the client had of my company within 6 months of taking over the program. Preserved the current contract and set the table for a contract extension.

Developed service manuals and instructors' guides for new products: facsimiles, printers, copiers, and multi-functional machines. Responsible for integrating network hardware and software technician manuals for those machines. With a team, researched and developed two basic manuals used by Ricoh worldwide - The Core Technology Manual and the Color Management Systems Manual to fulfill future core competency requirements. Disseminated product information to engineers and trainers worldwide to reduce service maintenance levels and costs. Managed service call condition reports that monitored service calls and were disseminated worldwide.Developed with a team, CBT training courses to better demonstrate the mechanics of repairing printers, copiers, and facsimiles for technicians worldwide.

Taught Business English to professionals from a wide variety of Japanese companies, including the Japanese Ministry of Telecommunications, The Tokyo Taxation Bureau, ShinMitsubishi Catepillar and others.

Taught English as Second Language to students in Kawagoe-shi, Saitama-ken, Japan. Students ranged from ages 16 - 82 and encompassed all walks of life.