• Execute fiscal management and proper allocation of 1M + project budget proposals, invoices, and financial reports, in alignment with federal grant KPIs• Manage recruitment projects throughout the entire project life cycle with limited scope, boosting stakeholder engagement by 44%, exceeding program goal of 25% increase in program visibility • Champion delivery of a human services transformation project with a multidisciplinary team of 3 state partners to improve the effectiveness of Georgia DFCS policymaking• Facilitate end-to-end contract operations and secured vendor contract of $49,200 with IDI LLC, under strict project schedule• Spearhead project implementation team of 5 in deploying new alumni mentorship program to increase retention among Title IV-E child welfare professionals for Georgia DFCS• Supervise and train research assistants to develop program policies, procedures, and marketing materials, clarifying program standards for project documentation and reports accessed by executive leadership and project sponsors

• Performed life cycle project management, including project scope, resource allocation, project scheduling, risk management, and technical delivery for a community-wide research conference of ~1200 research attendees• Tracked, analyzed, and presented on project performance data with budgetary parameters valued at $120,000• Gathered requirements and prepared project documentation through comprehensive evaluation of research proposals in accordance with research regulations and compliance on Institutional Review Board (IRB)

• Produced and implemented cost management plan for ReStore division, eliminating vendor cost waste by 28% for headquarters office and affiliates• Designed short-term sourcing strategy for supplier selection based on research and analysis of current company supplier trends• Oversaw the entire request for proposal (RFP) competitive bid process from initiation to delivery for 6 contract vendors to ensure proper resource allocation for ReStore redesign project• Collaborated across functions (e.g., resource development) to coordinate delivery of vendor requests for strategic partnerships

• Supported the development of 10 new human service facilities, expanding scope of project management responsibilities from 9 to 19 facilities and increasing cross-functional efficiency in the span of one year• Drafted program status updates and shared lessons learned with internal and external stakeholders at executive-level meetings (e.g., Department of Human Services)• Evaluated and modified workflow for existing standard operating procedures (SOPs) and program guides, improving performance standards across facilities by 30%