Empowering informed decisions through data analytics, management and cleanse. Direct and leads multiple teams focused on congealing transactional data into useable-decision supporting information to maximize existing resources and assets, forecast future needs and align strategies for the best outcome of acquisition activities. Primary goals: Contribute to continually improving support for Veterans while safeguarding the taxpayer's investment.

Lead, direct and supervise DMS' Business Analysis team and program with a mission of providing clarity, empowering informed decisions and recommending measurable, optimized process improvements to all functions, both operational and support.•Lead and direct application of analysis efforts supporting government-wide (enterprise) receivables management and debt collection policies. Provide process/program management/improvement guidance related to internal, (within DMS) servicing of debts and how those debts are serviced by private collection agencies, how and when debts are referred to the Department of Justice, Wage Garnishment and other collection tools for non-tax federal debts.•Assist business owners in designing, developing, implementing and executing successful debt collection programs and in drafting and recommending policies supporting enterprise government-wide receivables management and debt collection.•Based on factual analysis results, recommend goals and objectives that need additional emphasis, resources or definition (redirection/clarification); then develop and assist in implementing measurable performance metrics and milestones that define success. •Perform a range of managerial and administrative responsibilities including but not limited to recruitment, planning, and assigning work; preparing and issuing performance evaluations; advising employees; interviewing job candidates; recommending personnel actions; planning, preparing and managing budgets; identifying personnel training and development needs; improving productivity of the work units; and writing personnel performance standards.•Creating and presenting executive-level technically complex analytical findings; AND•Analyzing large sets of data and performing data mining as needed to support analyses and drive key insights.•Created and deployed DMS's first operations Key Performance Indicator dashboard enabling empirical evaluation of work performance against established standards.

Employs Business Analysis to fully optimize existing business processes and establish key performance indicators and metrics. Identify and propose recommendations to eliminate process failures and inefficiencies using established analysis criteria such as Six Sigma Performance Defect analysis. Utilized and employed evaluation disciplines such as Earned Value Management (EVM), Return on Investment (ROI) as well as Cost Benefit and Break Even analysis to quantify current (As-Is) and proposed future (To-Be) processes and courses of action. Employed Cost of Quality (and Cost of Failure / Correction), analysis to highlight and illustrate the value of engaging in the most defect-free and optimized processes possible. Personally developed comprehensive process models which aided in evaluating initiatives and potential courses of action and ultimately, decision making. Created, prepared and presented highly complex analytical findings to all levels of the DMS and Fiscal Service team to include the Senior Management and Executive staff. I successfully analyzed and resolved very large volumes of vague, ambiguous data into comprehensive, articulate information by mining and congealing segmented data into useful, actionable information… making the unclear – clear. The compiled findings resulted in aiding senior management in their own analysis and supported insightful decision making on key topics. ***Most recently completed a 120 day detail as the branch manager where I successfully led the team to much improved productivity and high-quality / high velocity through-put. As a result, the team is now mastering three times the volume of analysis work and continuing to receive multiple accolades.

Responsible for leadership of and vision for the sales team. Created, developed and implemented a successful sales strategy moving the organization to the next level. Established, implemented and enforced policy for the staff. Completed as a project the execution and integration of a customer relationship management software system, (Sage - ACT). Recruited, hired, trained and mentored for success new sales team. Quadrupled sales, (YTD thru Sept 2010 versus the entire 2009 year).

Division President and General Manager, Residential Construction Specialties of Alabama (2007-2008)Provided new leadership to business resulting in a return to profitability. Coordinated sales, telemarketing, customer service, and operational functions to enhance Profit performance and leading a team of 68 employees. Established, implemented and enforced policy for the staff. Monitored flow of product sales and inventory, oversaw installation and deliveries, and continually identified cost savings opportunities. Full Profit and Loss responsibility.• Employed Business Process Management and Six Sigma defects assessment to: • Transform under-performing location to profitability after 2 previous years of losses, (in a down economy).• Reduce monthly operating expenses from $300,000 to under $200,000 through elimination of redundant labor. • Expand gross margins by cutting 7.4% from cost of goods sold / outside service provider expenses.• Shift product mix toward high performance retail channel.• Implemented new customer service initiatives to enhance customer satisfaction and flow of service calls.Vice President of Operations, Residential Construction Specialties of Atlanta (2004-2007)Championed best practices across all business functions, including inventory management, order fulfillment, installation services, delivery, and equipment maintenance. Provided vital tools and motivational setting in support of sales growth while providing excellent customer service. Monitored P and L performance against organizational objectives, developing short and long range budgets and forecasts.• Stood up, managed and directed an inbound/outbound call center to coordinate and enhance service call routing, resourcing and dispatch.• Boosted inventory turnover 34% with introduction of just in time inventory management practices.• Streamlined unbilled service tickets from 43% to 21%.

Transitioned the Southeastern Division to streamlined operations practices by utilizing Six Sigma Defect assessments, Just In Time inventory management, order fulfillment and delivery. Supervised and led staff of 9, mentoring junior managers to obtain and sustain company leading productivity. Maximized operational objectives against P&L performance.• Boosted inventory turnover 19% by enforcing just in time inventory management practices.• Eliminated slow moving inventory through substitution sales.• Implemented and assessed customer service policies objectives to support operational goals.• Directed BSH call center for the SE United States.• Established linkages with sales team, implemented forecasting models to facilitate JIT inventory practices.

Responsible for combat readiness of the unit.