Leading team charged with strategic planning, performance measurement, business intelligence, and process improvement for the organization.Facilitating Agencywide efforts to measure and improve performance and customer satisfaction, achieve strategic plan goals, deliver projects on-time and on-budget, resolve operational challenges, and improve intra-agency coordination.Ensuring that every Agency activity holds strategic purpose by coordinating strategic planning activities and facilitating capital project portfolio planning and prioritization.Improving business processes to optimize the Agency’s resources by:-Leading key strategic Agency-wide customer-focused initiatives such as the MuniMobile fare payment smartphone app-Identifying and advancing process improvement initiatives to improve organizational effectiveness and efficiently-Establishing and maintaining Agency-wide standards and operating procedures for project deliveryInstilling a culture of data-driven decision making and data stewardship by:-Developing, managing, and expanding enterprise business intelligence-Facilitating performance management activities (e.g., "Transtat" operational review meetings for business units and the overall Strategic Plan)-Overseeing capital project closeout activitiesMeasuring performance consistently across the organization to ensure we are meeting our goals by:-Collecting and disseminating performance data (e.g., Developing and refining metrics, conducting surveys, reporting performance to the public and peers)-Monitoring and evaluating capital project execution (e.g., Facilitating project updates, tracking performance, identifying opportunities for improvement)

Lead a team of technology, customer service, and analytical staff charged with delivering technology services and improving accountability, transparency, and customer satisfaction. Advanced programs to improve the effectiveness and efficiency of the Technology Team. Initiatives are targeting resolving issues with historical business practices, achieving operating cost savings, improving team dynamics, enhancing customer satisfaction, identifying immediate term needs, and positioning the team as a strategic partner in the Agency’s long term success.Improved data collection and management reporting practices through visioning and oversight of the Agency's Transtat dashboard, improvements to Agency-related CRM functions administered by San Francisco 311, and development of consistent reporting to more effectively communicate Agency performance. Directed customer service team charged with championing delivery of excellent transportation services. Responsibilities include addressing 20,000+ complaints/year, investigating and responding to customer inquiries, and ensuring timely resolution of high profile concerns. Modifications to Trapeze feedback handling application and other enhancements have driven improvement in complaints resolved in 30 days from 48% to 90%.

Reported to Executive Director/CEO, supporting implementation of his priorities through coordination of outcome-focused Operations Performance Reviews with senior staff. Developed matrix based methodology for rating high risk operators’ performance in areas of safety, customer service, and attendance.Directed programs focused on improving customer satisfaction and increasing operational efficiency and effectiveness, including the redesign of the Muni Customer Service program.Coordinated Agency-wide performance analysis and reporting involving cross-organizational contributions of 30+ staff, reviewing and responding to internal audit findings, producing briefings for the Mayor, and presenting results to the Board of Directors and other stakeholders.

Managed the SFMTA's externally facing performance measurement and reporting program.

Established Strategy Management Division for the operator of Detroit Metro and Willow Run Airports. Recruited and managed team charged with advancing fulfillment of leadership’s objectives by managing the authority's strategic plan, balanced scorecard, process improvement, benchmarking, and customer satisfaction improvement activities. Formulated/executed a new strategic plan. Established/managed plan development process. Facilitated execution including: prioritizing initiatives; managing scorecards; communicating strategy; and, advancing organizational changes required to fulfill plan.Managed the airport's participation in the Airport Service Quality (ASQ) customer service benchmarking program and designed/launched customer satisfaction improvement program to align the investments with airport user wants/needs.Improved efficiency/effectiveness of key customer experiences, including, janitorial and shuttle services. Mapped/evaluated existing processes, identified/implemented improvements; and, conducted follow-up studies to measure success.

Served as member of airport management consulting team. Led team problem solving efforts on several projects. Developed and delivered presentations to executive level clients. Responsibilities included operational and financial analysis, performance measurement and benchmarking, policy development and analysis, and strategic planning. Specific projects included:Co-led team charged with restructuring a major airport authority’s organization. New structure realigned functions to improve responsiveness to customer needs, increase effectiveness and efficiency, improve revenues, and reduce costs.Developed new capital improvement planning, contract administration, and parking management procedures to enhance the efficiency and effectiveness of a major client’s processes.Conducted operating cost and revenue studies for top 10 U.S. airport resulting in identification of over $4M in parking contract savings, and, $2M of savings and $4M in revenue opportunities in other areas.

Advised management in several divisions as a participant in the San Francisco International Airport’s management internship program. Areas of responsibility included customer service, performance measurement and benchmarking, airline and tenant relations, financial analysis, and contract administration. Specific projects included: Led collaborative effort to develop departmental goals, objectives, and performance measures for Finance and Landside Operations divisions.Conducted comprehensive study of airport wayfinding system. Recommended improvements presented to and approved by senior management.Developed tenant feedback and issue resolution program. Reviewed peer airport best practices and created customer service response program to resolve tenant issues more efficiently.Charged with range of project management responsibilities including RFP writing, prequalifying prospective contractors, and reconciling contractor billings.

Performed studies in support of the Airport Director’s customer service improvement and air service development efforts. Specific projects included:Improved customer satisfaction with ground transportation services through development and implementation of customer service training for taxicab drivers, taxicab vehicle standards and inspections, and new outreach programs.Supported air service development efforts through forecast of increased regional jet production and deployment on Eugene and other similarly sized airports around the country. Analyzed and prepared the results of a multi-airport performance measurement study.