Terri Lowery Email and Phone Number

Manage and oversee multi-site operations, sales/marketing, maintenance, dining, and resident engagement of 55 and over luxury active adult, independent and assisted senior living communities2022+ - Manage start up process of an additional phase of 128 AA, 77 AL/MC and 16 Villas while managing daily operations of a 220 IL community2019 - Managed Project/Development of an additional phase of 101 IL & AL apartments in Kingwood and 220 new apartments in Conroe2017 – Responsible for the preparation of the sale of asset ensuring facility met requirements after Hurricane Harvey, P&L met sales expectations and occupancy didn’t lower past minimum requirement for salePrepare detailed budgets, financial and variance reports using a variety of financial software platforms.Execution of measurable strategic marketing campaigns for each community to hit all required sales goals through soliciting new clients and managing existing ones by Sales Team utilizing CRM program: SHERPA2023 tracking ahead of NOI by 10.22% (51% Profit Margin on a goal of 40%), NOI (Positive): 2022 4.62%, 2021 19.13%, 2018 5.81%, 2017 6.58% Implement plans based on ongoing analysis, metrics, and the needs of the business, including ROI, and other measuresAccountable for tracking innovation in marketing trends and recommending new strategies that are appropriateCreate new streams of recruitment for staff in tough hiring environment, responsible for full life cycle of recruiting of staff for the propertyJ Turner Research with ORA Power Ranking listed Watermere at Woodland Lakes as the #14 Senior Living Community out of 6,100 communities in the industry with an overall score of 96 (compared to industry average of 75.44) for 2020. Utilized strong social media presences to generator reviews.SuperUser - Coach and Mentor new Executive Director(s) and other lead Staff; support Senior VPO with implementing new initiates across the Houston Region

Responsible for creating an environment that allows educational goals to be fulfilled. Using initiative and independent judgment, I administer and supervise all operations of the school, including exercise of budget controls, oversight of staffing, marketing, community involvement, and course development/offerings. I ensure sound business practices, continued focus on compliance and upholding the school’s mission.Full P&L responsibility for the college including budgeting, forecasting, capital projects, and analysis. Increased campus census while maintaining a desirable student attrition rate monthly. Managed 8 direct reports and a workforce of 80+ people; developed a restructured campus organizational model.Responsible for coaching, leading and motivating team members to meet department goals. Develop strategic plan that is focused on priorities that drive academic quality, service outcomes, and growth goals.

Responsible for setting the vision and overseeing the execution of all campus business operations. Established standard operating procedures for the campus to ensure quality education in the classroom, customer service needs are met and compliance/regulatory requirements are implemented. Established standard operating procedures for the campus to ensure quality education in the classroom, customer service needs are met and compliance/regulatory requirements are implementedManagerial oversight of all operational processes and resources leading to a profit versus a budgeted loss for 2013 Manage 6 direct reports and a workforce of 50+ people; responsible for training and development of the team Responsible for the roll-out of three (3) new programs: Cosmetology, Licensed Vocational Nursing and Information Technology. Developed strategies to increase clinic revenue by 72% year over year by maximizing key appointment times and offering additional servicesIncreased Year End Student Census by 58% from 2012 to 2013 Revised enrollment policies for new students and reentries to maximize instructor usage and student-teacher ratiosPositive outcomes from all Compliance/Regulatory Visits by TWC, TDLR, TDSHS, VA and Internal Audits.

(School Closed)Responsible for the overall aspects of a (re)start-up Campus (through acquisition): State Approval, National Accreditation and DOE Approval.Design and implemented successful teach-out plan for students, while ensuring attrition and student satisfaction were not compromised. Serve in all functional manager roles on campus during transition process: Dean, Director of Admissions, Career Services Director, Student Services Liaison and Registrar. Ensure campus met all accreditation standards with the Council on Occupational Education (COE). Implement campus wide process improvement and compliance/regulatory standards.Serve as lead for self-study, strategic plan, and site visit (for COE, DOE & VA).Lowered Net Drop Attrition Rate to 4.7% for 2012 vs. 6.7% for 2011.Increased student success by accomplishing a consistent 90%+ Attendance Rate, 95% Course Pass Rate and 90% Student Satisfaction Survey Rating of above average. Successfully achieved a placement rating of 95% for FY2012 and tracking YTD at 85% for FY2013.

(Company Closed)Leader of a College Campus with over 500 students awarding both Associate of Science and Bachelor of Science degreesResponsible for all functional departments: Academics, Finance, Career Services, Registrar and RecruitmentDirect recruitment and retention of supervisors and staff of 90+ employeesResponsible for the total Profit and Loss of college with annual budget in excess of $10M dollars. Develop and manage the business plan and operating budget including budgeting/forecasting process, expense control, and capital planning, ensuring profitability

Achieved a 21% increase in New Student starts over prior quartersMet and exceeded Market Plan on starts for five out of six quartersIncreased show rate from a low of 28.99% to a high of 44.06%Exceeded budget by 48% on Referral and Personally Developed LeadsEstablished procedures to increase FAA interview accepted percentage to 72.58% from a low of 62.69% Beat Market Plan on CDL conversion rate to start for five out of six quarters Instituted monthly Representative Training to ensure on-going commitment to policies and proceduresResponsible for the hiring and training of 20 admissions staff

Accountable for the success of the Recruitment Department including meeting quarterly and yearly recruitment objectivesPerforms analysis of recruiting reports, market opportunities, recruiting goals, budgets, and territory assignmentsEvaluates performance of recruitment staff regularly and recommends corrective action as necessaryResponsible for developing a team of effective representatives through training sessions that ensures consistency of performance standardsEnsures compliance with corporate policies and procedures, ethical practices, and the guidelines of government and accrediting organizations

Responsible for identifying, building and maintaining relationships with businesses and the communityProduce marketing and promotional materials related to the MBA ProgramServe as a contact for students, alumni, recruiters, and professorsDevelop and market new Capstone MBA Fellows ProgramCareer Coaching

Screen resumes and conduct daily interviews of applicants, including group information sessions and individual interviews Attend job fairs to actively recruit pilots Provide good customer service to candidates, pilots and other departments Meet with hiring managers on an ongoing basis to define and monitor staffing needs Monitors compliance of all applicable governing agencies and policies

Manage building operations and maintenanceHire, train, supervise, and evaluate Resident AssistantsSchedule staff on-call and tour dutyCounsel students with personal, academic, and disciplinary options