Wallingford, Connecticut, United States
Dynamic operational leader with 15+ years in driving organizational change, optimizing processes, and scaling high-performing teams for exceptional results. Six Sigma certified, I specialize in streamlining operations, fostering innovation, and leading cross-functional initiatives to fuel growth in fast-paced settings. Passionate about turning challenges into opportunities, empowering teams to surpass goals, and aligning strategies with corporate objectives. I’ve excelled in managing large, diverse teams, cultivating accountability, collaboration, and continuous improvement. Spearheaded transformations and data-driven efficiencies, delivering impacts like cost reductions, boosted productivity, and higher stakeholder satisfaction. My empathetic, foresighted style navigates complexities while inspiring excellence.
7-Eleven Inc. is an international chain of convenience stores. As the Field Consultant and District Manager, I manage a group of 5 franchisees, leading them to successful operations and delivering incremental revenue increases year over year through strategic direction, extensive cost and operations management, internal reporting, and continuous employee development. ACHIEVEMENTS: • Increased gross margin by 4%.and 6% through inventory control and pricing strategies, respectively. • Elected as business analytics subject matter expert for over 1,000 stores and is consistently presenting operational success at CEO strategy meetings. • Yielded a 30% increase in fresh food conversion, consequently earning a spot in the company’s top 10 rankings.
Starbucks Coffee Co. is the largest coffeehouse chain in the world, headquartered in Seattle, WA. As the Store Manager, I utilized business analytics, trained aspiring leaders, pursued growth opportunities, and implemented process efficiency strategies to eliminate costs and develop high-performing teams to consistently achieve organizational success. ACHIEVEMENTS: • Appointed as District Development Lead for successfully advancing 14 technical staff. • Facilitated the highest regional transaction growth of 10% and a gross margin of 5%. • Led a 3.5% increase in controllable contributions over prior year.
I had the opportunity to complete my MBA/MPH internship at a newly opened spinal intervention and pain management office. The practice was in need of a complete revamp and I was fortunate to have been given full management autonomy and charged with the task of making the practice a success. Here are the highlights from my tenure there: - Achieved a 40% increase in patient throughput through designing and implementing a new patient check-in system. These changes allowed for the doctor to spend more time with each patient while seeing an average of 4 additional patients each day -Cut inventory/supply costs by 30% by using projection data (frequency and mix of procedures) to predict supply needs and negotiate with a single supplier to achieve economies of scale -Successfully negotiated a contract with Harken Health and integrated their insurance plans into the practice. This allowed the practice to treat an additional 75 patients in 6 months that would otherwise not have been able to afford pain management. -Designed spreadsheets to track critical patient and practice data including: age, race, weight, diagnostic method used (physical exam, nerve branch blocks, or combination), diagnosis, diagnostic confidence, treatment, and outcome. Having a deeper understanding of our patient mix allowed for more targeting marketing and gave the practice an opportunity to showcase their success rates. -Trained office manager how to analyze a P & L and how daily decisions impacted various lines on the report ---Overall, by understanding the patient demographic, increasing community reach, cutting operating costs, and developing staff led to increased profit margins and cash flow. Ultimately, they were able to open a second location