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Use Cases
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Resources
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Pricing
9/1992 - 9/1995
% complete
1994 - 1997
% complete
Developed new client on-boarding processes, which became the core of the company's value proposition; managed teams of 20 to 40 line employees and supervisors; coached and mentored employees; effectively managed teams to meet and exceed gross margin and revenue targets.
1997 - 2000
% complete
As company's first Director of Operations, successfully re-engineered core business processes to enable rapid growth. Re-designed key management and technical staff roles to enable scaling and succession planning. Enabled 100% revenue growth in under two years. Developed programs for employee development and certification in core functional areas.
2000 - 2007
% complete
Selected and implemented highly successful employee engagement survey and feedback programs; developed programs that reduced turnover through improved training and recognition programs that provided status and recognition to high-performing but non-promotable employees, significantly improving retention of these valued assets. Following tech market crash in 2001, managed organizational change and re-organization efforts to return company to profitability within 9 months.
2001 - 2008
% complete
Overhaul of new employee on-boarding process improves learning experience and leads to shorter time to proficiency. Creates custom version of new hire training for Montreal market.
05/2003 - 12/2007
% complete
Was tapped to launch new satellite office In Montreal, QC from 2003-2007, growing operation from zero to more than 300 employees by 2007. Personally oversaw recruitment, selection, training, performance management, assessment and succession planning. Authored entirely new on-boarding and new hire training process to meet requirements of new market and labor pool in Quebec.
1/2008 - 12/2008
% complete
Developed and implemented sweeping organizational changes that dramatically lowered costs and improved productivity and client retention in Austin location. Changes included:
Revised incentive and commission structures to reflect business goals and client requirements
Revised and enhanced new hire training process
Re-engineered supervisory and management functions to improve effectiveness, scalability and to achieve consistency across company locations
Created new quality management team in Manila, participating directly in selection and training of new initial team members there and integration with U.S.-based teams
03/2009 - 05/2009
% complete
Attends intensive Spanish language course in Spain to achieve Advanced intermediate level in Spanish.
05/2009 - 06/2010
% complete
Worked for a prominent social science, studying the expression of human emotions; designed and built the lab's first database; was tapped to be sole data collector for multi-million dollar grant-funded project
08/2010 - 05/2012
% complete
Completes 47 credit hours in 4 semesters with perfect 4.0 GPA
06/2011
% complete
Innovated new design for company's consumer-focused job matching web-property -- using work context and conditions rather than skills and talents to begin with, which we believed entry-level people would not be good at self-assessing on; CEO said the new design was ten times better than what they had before
06/2012
% complete
9/1995 - 5/1996
% complete
As first manager of new client program development, transitioned the company from a tradition telemarketing strategy to a solution selling model, which resulted in significant new client acquisition and growth. Established new client on-boarding processes, which became the core of the company's value proposition.
1/1997 - 6/1997
% complete
As company's first Director of Operations, designed and successfully re-engineered core business processes to enable rapid growth. Re-designed key management and technical staff roles to enable scaling and succession planning. Enabled 100% revenue growth in under two years. Developed programs for employee best practices certification in core functional areas.
1/1999 - 1/2000
% complete
Also in response to attrition, developed a recruiting marketing tool -- establishing connections with software company sales teams such that we could recruit as a first step in being selected by these high paying jobs. This eventually led to development of best practices certification levels as a means of establishing a rep’s ability, but then also a means of establishing status. To address changes in available labor pool and shifting client requirements, re-engineered employee on-boarding and new hire training processes to more effectively prepare employees for success.
2001 - 2005
% complete
With executive colleagues, leads company through economic slump, returning company to profitability and new growth phases.
2003 - 2007
% complete
When increases in base and incentive pay plus work on career pathing failed to reverse employee attrition, implemented highly successful employee engagement programs (modeled on the Gallup Q12), reducing turnover through improved training and recognition without increasing costs. Programs provided status and recognition to high performing but non-promotable employees, significantly improving retention of these valued employees.
2003 - 2008
% complete
Tapped to lead the company's new operation in Montreal, responsible for all people-related operations. From zero, grew operation to 300 employees by 2007
2007 - 2008
% complete
In response to hiring shortage, employs innovative techniques to attract and screen new hire candidates.
6/2007 - 6/2008
% complete
Created new quality management team in Manila, participating directly in selection and training of new initial team members there and integration with U.S.-based teams
06/2007 - 12/2008
% complete
Following a thorough assessment of the organizational structure and culture, developed and implemented sweeping changes that dramatically lowered costs and improved production and client retention in Austin location. Changing included: 1) business development incentive & quality management structures -- revised incentive and commission structures to reflect business goals and client requirements; revised and enhanced new hire training process; re-engineered supervisory and management functions to improve effectiveness, scalability and to achieve consistency across sites.
8/2010 - 5/2012
% complete
Completes 47 credit hours in 4 semesters with 4.0/4.0 GPA
09/2011 - 12/2011
% complete
Developed innovative design for new version of company's job-matching website, dramatically improving user experience.