Small family owned restaurant and craft cocktail barb. The building has a full bar and is in the historic district. The building is @150 years old offering a unique look and feel but for me a whole different set of challenges. As the GM and executive chef I anticipate I'll be busier than I like for the next year + anyone interested in joining the team...Yes please!

Created a unique design of unschool and homeschool programs to facilitate multifaceted learning for five kids. The unschool piece finds us traveling throughout the US learning about architecture, art, and key individuals and their role in American history by hands on learning at the location we are studying. This style of learning allows us to program our trips specifically to our kids interests. As well we follow a home school curriculum ensuring our kids are prepared to enter any high school of their choice.

Work with the HR leadership of Masterbrand on a part time basis. Working in all HR areas from recruiting, onboarding, file management and open enrollment.

Division chief over the Miltary Personnel directorate. Direct supervision of 22 Military and Civilians. Interfaces with 8 seperate brigades, 278 colleges and universities. Handles all personnel actions for more 3000 individuals.

Head of all HR programs for 25,000+ service members and family members, United States Forces, Korea; manage the sponsorship, awards, and family programs for 50,000+; manage 16 people directlyStreamlined the family arrival program for 3,700+ positions; enabled 1 office to do the work of 23; halved many processing times (actuals: 4 - 1.5 months -> 30 days); increased position fill rate from 82% to 96%; improved moraleLaunched a pilot program to assign mentors to 15,000+ soldiers; exceeded expectations in ~1 year despite size, complexity of the task, and no additional resources; recognized (with team) by top commanders; program is expected to launch Army wideSaved the command’s community engagement efforts when a key program (‘Family Action Plan’) was cancelled due to funding – by creating a new less expensive option; devised a system where organizational representatives assessed the Army’s community efforts; recognized with accolades by leadership; created an ‘Army Best Practice’Developed a first of its kind 50+ page guide for 25,000+ soldiers and families arriving to ROK for duty; launched the guide online resource links for conventient viewing prior to arrival at the command; distributed it to all familiesEnsured all soldiers complied with the new Army mandate to engage transition services 14 months pre-exit (‘ACAP’); achieved compliance despite many 12 month assignments; created an advisory council to review and monitor effectiveness Built a command wide award tracking database for 2,000+ awards; gained difficult buy in from organizations who now had to enter and use new information; saved many man-hours previously spent on calling about status and entering duplicate information

Head of personnel programs at the combined Army command overseeing human resource services including awards, evaluations, training, and mortuary cases; managed 130+ personnelRevamped the paperwork processing system for casualty processing between the organizational and the family representatives, while preserving all care to familiesHalved the necessary administrative calls between families and organization – enabling the representatives to spend more quality time with the family; identified redundancies; created strategic checklists; instilled training and reassessmentAwarded Six Sigma Black Belt certification for project results (<10% of Six Sigma class)

Personnel Planner: Managed all personnel management systems and programs for 18,000+ soldiers, 55,000+ family members and 40,000+ retirees; managed 40 people directly; oversaw $1.2M budget; ensured soldier readiness, transitions, mobilizations, evaluations ran smoothlyJ1: Excelled as Executive Assistant for the Joint Logistics Commander; ensured demanding, frequently changing schedule was correct; led smooth office of 8 (J1 = HR Director Staff)Led two office mergers including the Military Personnel office from under G1 10th Mountain Division to under Installation Management Command; attained tough buy-in; established efficiency and reduced redundancy (official assessments); recognized by the Army Adjutant as top 2% officer on evaluation

Oversaw all personnel (700+) and administration for all 6 international locations at DOD's news agencyExceeded expectations as Manager and Administrative Officer in the midst of challenging conditions including the anthrax attacks, 9-11, and the October 2002 Beltway sniper attacksRated as the #1 captain on staff; selected to the next school level

Coordinated 50+ military ceremonies, including for the White House, State Department (1K – 100K people per event)Excelled at a highly visible job; overcame gender bias as the first woman to hold the position; won the respect of the staff and paved the way for the next womanAwarded a commendation from President Clinton; earned a top performance evaluation

Led 90+ soldiers from multiple commands in the effort to provide personnel support to 8,000+ soldiersMaintained organizational effectiveness after the biggest flood in 100 years destroyed the officeRecognized with the company by all commanders for exceptional workAwarded the General Douglas Macarthur Exceptional Young Leader Award (~200 out of 3000)