Assistant Chair of Management DepartmentHR Concentration CoordinatorTrainer, Executive and Professional Education Teach undergraduate and graduate management courses, via asynchronous, synchronous in-person and hybrid formats Courses taught: Human Behavior in Organizations, Human Resources Management, Motivating through Total Rewards, Workforce Strategies (i.e., Learning and Development), Interpersonal Relations in Management, Leading Change, and Leading Responsibly Function as the Human Resources Concentration Coordinator, meeting with and guiding students who are concentrating in Humans Resources Lead the teaching committee for the Management Department, providing pedagogical and experiential learning resources and training to enhance faculty teaching skill sets Member of the lecturer hire committee; revamped the hire process and selection materials for the Management Department Support the department and department Chair by developing course schedules; assisting with the various majors/minors offered; hiring for and managing the adjunct lecturer pool; determining whether study abroad courses are transferable; onboarding new faculty; and representing the department at various student-related events Develop and teach local and global leadership development programs (i.e., Leader Accelerator, Strategic Change Management) Represent Bentley at local healthcare and human resources related association meetings and conferences, sharing leadership and human resources related research and expertise with community leaders

Organizational Development/Talent Management/Culture ConsultantEmotional Intelligence Executive Coach Provide organizational development and culture assessments Provide culture, talent management, and organizational development and effectiveness strategies Facilitate culture retreats, strategic planning retreats and development of new mission, vision and values Deliver emotional intelligence and performance-based coaching to organizational leaders Deliver leadership and management trainings: leadership development academy, accountability, trust, giving and receiving feedback, coaching conversations, conflict resolution, stay interviews, languages of appreciation, recruitment and retention, organizational culture, understanding and leading change, emotional intelligence, goal planning, DISC communication styles, team dynamics, etc.Drive helps senior living and healthcare organizations improve recruitment and retention through organizational culture. Drive will help you improve recruitment, staff retention, and employee engagement with a rock-solid company culture that staff love!Our services:• Create a better work culture through our Culture Assessment. It takes a data-driven, strategic approach to transforming your culture into one that attracts happy, productive staff. And keeps them there.• Develop fundamental leadership skills that keep your staff engaged and you at your best as a leader through on-demand courses, Executive Coaching and Emotional Intelligence Coaching.• Inspire through presentations, speeches and keynotes at your meeting or conference that influence, motivate and connect deeply with your audience.Send us a message on LinkedIn or learn more about improving recruitment and reducing turnover on our website: https://www.cultureoutcomes.com/

Privately held company with $2.5B in assets, $500M annual revenue, 60+ communities in 8 states, 6,500 employees. Responsible for planning and strategy of all human resources related matters. HR advisor, strategic partner reporting to founder/CEO. Drive organizational improvements and strategic people decisions. KEY PERFORMANCE OUTCOMES:o Increased employee retention from 48% in 2016 to 72% in 2018 o Decreased community executive director turnover from 44% in 2016 to 21% in 2018o Led culture change resulting in more than 700 former employees returning, 2017-2018o Increased eNPS scores from 34 in 2016 to 50 in 2018RESPONSIBILITIES: Planning and strategy of all human resources and compensation matters  Co-led culture transformation with introduction of new mission, vision, values and “service promises” Led design of new organizational models in multiple communities to improve operational success Designed new, simplified performance management approach (i.e., Personal Success Model), with automated tracking, stay-interview discussions and semi-annual development conversations Implemented new executive compensation approach and new bonus structure for corporate, community and regional leaders Introduced best practices for learning and development, talent management and communication  Implemented Arena data analytics software for selection and hiring process ensuring un-biased, more effective recruitment. Results to-date: 180-day turnover of Arena recommended hires is 23.9% lower than Arena non-recommended hires Created “wow” experience for candidates, implemented effective onboarding process, and developed more relevant recruitment and post-hire engagement reports Kick-started development of Total Rewards approach to compensation and benefits with skills-based wage increases

Consulting firm with clients nationwide. Specialized in helping healthcare leaders build healthy organizational cultures and high-performing teams.* Provided consulting in four core areas: education, research, quality, operations * Assisted large, long-term care, multi-site organizations in establishing and implementing new mission, vision, values, strategic plans, and site-specific community plans * Conducted quantitative and qualitative organizational culture and employee experience assessments, then provided guidance and resources for addressing employee and organizational needs* Designed training in areas of leadership, team development, organizational culture* Delivered leadership coaching, mentoring and interim executive leadership services

Non-profit, faith-based organization with $65M annual revenue, 4 communities, 1,200 employeesKEY PERFORMANCE OUTCOMES:o Met or exceeded all financial targets from 2004 through 2010o Eliminated all nursing agency staff usage in 2005 resulting in over $3 million in savingso Decreased overall turnover from 28% in 2006 to 7% in 2010; maintained single-digit turnover thereaftero Increased occupancy from 95% in 2003 to 97-98% between 2006-2011RESPONSIBILITIES:• Reported to CEO, responsible for 2 skilled-nursing facilities with 475 certified beds and 30-person adult day care program• Multi-site responsibility for key departments across all levels of care at 4 communities serving an additional 450 residents. • Departments included human resources, clinical, risk management, quality, dining, spiritual, security, and transportation• Oversaw day-to-day operations, budgeting, strategic planning and implementation of organizational goals and objectives• Led development of first-in-the-nation community Green House® homes• Planned new independent living community, introducing concept of “new urbanism”• Led all culture change initiatives: Eden Alternative® Home; neighborhood teams; self-directed pilots; and design of radical transformation for entire home, with department-less and multi-discipline teams• Designed, implemented leadership curriculum for managers leading to more cohesive, high-performing teams and self-directed initiatives, such as in-house employee opinion survey• Developed new mission, vision, and values statements; implemented annual SMART goals, balanced scorecards and dashboards; and initiated new QAPI structure to better monitor quality and improve performance• Created in-house “enhanced” CNA training program• Introduced new hiring and selection practices, new compensation structure, new performance management system (i.e., quarterly coaching conversations), and new job description templates

Responsible for analyzing and responding to state and federal reimbursement/payment issues affecting nursing facilities and other long-term care providers in New York. Served as association's principal expert in capital financing; and Medicare and Medicaid reimbursement methods, billing, cost reporting, and eligibility.