Longmont, Colorado, United States
As Director of Information Technology at the Colorado First Judicial District Attorney's Office, I lead the strategic development and implementation of IT systems to enhance operational efficiency and ensure compliance with regulatory requirements. My role involves overseeing the deployment of hardware and software, managing network security, and implementing robust data backup strategies. With over three years of IT leadership experience, I focus on IT strategy, quality assurance, and customer relationship management, leveraging these skills to support the organization’s mission. By guiding a skilled IT team, I aim to deliver exceptional technical support, integrate emerging technologies, and foster innovation to drive organizational success.
-Developed and executed the strategic IT plan for the District Attorney's Office, including managing the implementation of new hardware and software systems, overseeing network security and data backups, and ensuring compliance with regulatory requirements. -Oversaw the day-to-day operations of the IT department, including managing a team of IT professionals, prioritizing tasks, and assigning projects to ensure timely completion of tasks. -Managed the District Attorney's Office's helpdesk support function, providing high-quality technical support to staff and resolving technical issues in a timely and efficient manner. -Evaluated emerging technologies and industry trends to identify opportunities for improving the District Attorney's Office's technology infrastructure, recommending new solutions and enhancements to optimize efficiency and effectiveness. -Collaborated with other departments within the District Attorney's Office and external stakeholders, including law enforcement agencies, courts, and vendors, to ensure effective communication and coordination of technology-related initiatives and projects.
-Direct a team of 6 specialists to support 800 PCs, 225 servers, 230 applications, and 37 databases for the city and county of Broomfield. -Coordinated multiple governmental technology-related projects directed towards municipal and organization objectives. -Provide strategic planning, compile departmental resources, and delegate tasks to assigned staff members to strive for ongoing innovation and organizational excellence. -Execute a comprehensive engagement and communications strategy that proactively maintains high customer satisfaction. -Review operational processes to determine gaps and inefficiencies; provide suggestions to leadership on improving/designing standard operational processes to increase operational reliability. -Drive continuous improvements with the use of and implementation of data analysis, project management, and any additional activities deemed necessary. -Manage risks to implementation and agree on appropriate actions to mitigate/control ensuring strong governance is fully embedded with goals of urgent resolution and escalating promptly.
-General Manager for a newly built 95-room Fairfield by Marriott that is tasked with operational management, sales initiatives, and all hiring and training processes. Provided leadership, strategic planning, and administration in all aspects of hotel operations. -Responsible for 95 rooms and day-to-day staff management, purchasing, contract negotiations with vendors, forecasting and yearly business plan, P&L, and budget. -Increased Room revenues by 30% over the previous year through the development of new strategies and effective management of programs. -Organized and developed a team of 25 employees to achieve hospitality objectives, reducing turnover to 12%. -Exceeded the Gross Operating Profit budget for 2018 during the hotel’s first year of operations of the hotel and achieved a flow-through of 106%. -Selected as a General Manager Mentor to onboard new general managers for Aimbridge Hospitality properties.
-Opening General Manager for a new build Gen 6 100-room Courtyard that was tasked with initial case goods delivery and installation, contractor management, and the opening hiring and training process. -Oversaw all aspects of day-to-day operations of the hotel including sales and marketing, guest relations as well as employee relations. -Set an annual operational budget, room revenue budget as well as sales and marketing budgets. -Exceeded the room revenue budget of the first four months of 2018 by $212,000 or 22% over budgeted revenue. -Conducted weekly staff meetings with all departments to ensure proper communication to staff.
-Facilitate revenue management for a portfolio of 5 properties through regular forecasting, revenue generation calls, and the implementation of a company-wide forecast tool through coding and data analysis -Maintain strong relations between owners and management by effecting details P&L critiquing, drafting weekly ownership reports, and pursuing capital project goals for both asset preservation and strong return on investment.