MDA now has studio locations in Seattle, Indianapolis, and Boston – allowing us to bring an unrivaled depth of expertise and personalized service from coast to coast. We celebrate our differences and champion a fulfilling environment for every designer, architect, and team member. Our five values of teamwork, heart, impact, inclusion, and joy influence our work inside the office and out. MDA now has studio locations in Seattle, Indianapolis, and Boston – allowing us to bring an unrivaled depth of expertise and personalized service from coast to coast. M.D. Architects has been providing veterinary design at a national level for over 20 years. As industry leaders in animal care design, we understand the specific challenges that veterinary and animal care professionals face. We go beyond that. We get to know you to understand your practice’s unique processes and workflows in order to maximize efficiency and happiness. https://www.mdarchitects.com/animal-care-studio

As a small business owner, I contract my services as follows with various clients: - Business manager: Business owner who owns four businesses, managed the property managers, budgets, using QuickBooks, managed AR/AP and monthly reconciliations, processed purchasing and state required business documentation in multiple states. - Permit expeditor: for a small business specializing in managing permit processing in King County for local businesses. Liaison between clients and multiple city permit offices in submitting construction blueprints/permits/bonds. Track document status and communicate weekly updates to clients. - Patient coordination: Local stem cell therapy practice. Got the front desk caught up after short staffing, streamlined processes, created SOPs, managed the role until they could hire the right long-term fit for the role. - Dba Operation Clean & Organize: Household services consultant, specializing in home organization, special projects, interior painting, and weekly housekeeping services; realtor post move clean & stage.

2016 Unstructured Data Governance ProgramBusiness System Analyst, Risk Liaison Lead – (T-Mobile)Applied Agile Mythologies: Served as Liaison between Compliance; Project Team and Business Channels/Stakeholders of the project. Learned new software, created and documented processes, trained end users and continually updated Steering Committee on project status.* Using Varonis DatAdvantage, researched and identified areas of compliance risks, worked toward mitigating risks by partnering with corporate information security; steering committee and IT teams to create new processes; training and corporate communications all in line with corporate policies. * Documented and presented POC to steering committee, gained acceptance to implement Data Privilege as a self-service model to granting access to file shares, moving ownership from IT, into the hands of the business channels. * Mitigated risk within file shares by identifying opportunities utilizing DatAdvantage and providing consultative support to business channels (CIS, ERM, Finance, Accounting, Legal and HR) in regards to data exposure and access.* Enhanced employee integration by training and mentoring new team members to cross-functionally collaborate to deliver projects with an end-user focus.* Managing all phases of planning and deliverables, of mitigation projects resulting in process consistency and organizational alignment of teams on projects.* In planning to bring online Varonis Data Transport Engine to support Data Retention and Storage Migrations for moving data cross-domain or cross-platform while keeping permissions intact, optimizing existing platforms and reducing risk.

Applied Agile Methodologies: Accomplished objectives in projects with strong oversight of purchasing, deliverables, metrics and team management. Served as liaison between organizations (internal and external). Drafted monthly, quarterly and annual reports.Technical Purchasing – Working with vendors to create standards and provide quotes to end users, provide quote requests to Seattle University faculty/staff, tracking orders and packages, and maintaining order history both in SNOW and in Excel. Created technical purchasing SOPs/Flow charts and team metrics. Manage student office staff and implementation of procedures and recommended policies. Budget and Vendor Management – Work with University Planning to forecast future budget needs and track current year expenditures. Process monthly journal entries; ensure IT management understands their budgets; IT invoice tracking. Analyze and organize office operations and procedures such as hiring and on-boarding of personnel, information management. Draft monthly, quarterly and annual reports in conjunction with multiple IT managers. Maintain professional contact with internal and external stakeholders, acting liaison between technical purchasing and the new SU Purchasing department. Project Coordination – Coordinate and monitor aspects of internal projects from initiation through delivery. Facilitate project team meetings; document scope; budget proposals and generate initial MSFT Project outline. Serves as liaison between organizations (internal and external) to ensure all targets and requirements are met.

Managed the Pacific NW offices: Seattle Washington / Portland Oregon.Maintained strong vendor relationships; managed contracts and leases; space planning and capital expenditures. Skilled at facilities project planning, completed several construction projects in both Seattle and Portland, plans including objectives, milestones, priorities, timelines and deliverables, team consisted of myself; building manager; building engineer; contracted construction superintendent; furniture vendors; EY’s internal real-estate; design and finance teams. New construction included “workplace of the future” where we implemented new office space which implemented smaller ergonomic open floor planning. Certified by HumanScale as Ergonomic evaluator to liaison between staff; finance and HR on Ergonomic requests. Created the West Coast Regional Ergonomic metric dashboard. Managed annual operational budget planning for facilities and operational staff spend. Responsible for CRT (critical response team) plans; floor warden assignment and training. Managed the CBS (Core Business Systems) team in Washington and Oregon. Staffing; developed goals; training, assigned peer networking, coaching, and performance reviews. Created a knowledge transfer culture within the team, identified alternative approaches, when necessary. Co-leader of the Seattle CBS “Family Counseling Meetings”, as a way to further train team and colleagues in understanding the bigger picture of technical, ethical and financial issues. Release Champion (training & communication) of the firm moving from Lotus to Outlook and SharePoint.

Applied Agile and Lean Methodologies: Boosting efficiency in merging three operations into a new headquarter office by identifying inefficiencies, formulating a change program, managing vendors and overseeing company-wide, cross-departmental coordination/training of undertakings in driving new strategies. Served as CRT lead and safety trainer.Successfully executed the consolidation of three locations, into one newly launched region location. Utilized my experience with OPEX budgets, vendor relationships and time management in launching the new 22,777sq foot space. After completing the office move, I worked with property managers and service vendors in closure of two prior leased locations in Bellevue and Redmond WA. Launched employee and volunteering events to engage the new office in getting to know each other. Point of contact for the local region office and San Ramon office leases, maintained vendor relationships with property management, engineering and vendors. Processed regional accounts payables, maintained operations budget, researching quote requests in planning 2013 capital expense projects. Trained support staff on current and developing tools and resources, while creating staff SOP files. Began training the team to “think lean” in operational OCM categories, (“Deep Dive” projects) requiring them to work together and share best practices.

Applied Agile and Lean Methodologies: Led operational support team, focused on process optimization in areas of customer service improvements, metric tracking, vendor management, reducing spend, quality and safety concerns. Led operational support team of 24, focusing on process optimization in areas of customer service improvements; metric tracking; vendor management; reducing spend; quality and safety concerns.• Focused on continued team member development enabling a 30% team member professional career advancement.• Applied Lean process improvement principles across multiple customer facing teams (Human Resources; Facilities; Service; Parts; Unit sales; Accounting; IT and Marketing). • Implemented process improvements, increasing Inside Sales revenue goal 45%, improved order entry process time from average of two weeks to 24 hour turn around.• Created customer service dashboards and shared E-mail accounts. Reviewed and communicated daily metrics of nine call centers and four shared customer service E-mail accounts.• Achieved 81% improvement in call center performance. From lost call rate of 400 per week to average of 12.• Renegotiated operational vendor pricing agreement in customer service department with an annual savings of $20,000.• Account management of $1.5 million catalog partners. Negotiated annual pricing agreements, processed purchase orders, RMA’s, build scheduling and daily invoicing.• Issued rebates; credits; return authorizations; manual invoices for the inside sales department.• Managed business operations for several Genie Redmond facilities, space planning; office moves, resource standards; communications, workplace safety/ergonomics, vendor selection, budget management, cost reductions and employee morale events.

Generated personnel background checks via NCIC, ran credit reports, finger printed and issued ID badges. Processed high level personnel security background checks on all team members reviewed all documentation and adjudicated continued employment.

Managed resource support to the top 14 Reseller Partners. Identified problematic process sets for our partners and implemented logical solutions.• Executed national sales and marketing incentive programs, marketing fund claims in excess of $9 million per each of the top partner accounts in Large and Direct Marketing Resellers.• Evangelized partner business models to product managers which led to improved product launches in North America.• Executed national reseller trainings on new product launches and marketing campaigns.• Served as division marketing procurement coordinator, managing operational and coop budgets.