2020 – 2022 • STEELBUILD, LLC • College Station, TX

A private steel erection company.

Director of Operations | Business Analyst | Project Manager. Performed all three titles simultaneously while analyzing processes and integrating operations management best practices to transform an underperforming 25-employee construction company.

• Orchestrated a revenue surge from $1M in 2020 to $2.3M in 2022, elevating net profits from zero to $500K, through Lean initiatives, strategic insight for aligning partnerships, sales communication, and process optimization.

• Maximized project profitability by redesigning change order protocols, controlling costs and enhancing project cost management.

• Instituted BuilderTrend software, reducing costs, improving controls, and streamlining project management.

• Ignited a top performing team by introducing goal-driven performance initiatives to boost morale.

• Slashed workers' compensation insurance expenses by 50% through personalized employee coding.

• Spearheaded Agile project management and process improvement initiatives, resulting in on-time, within-budget project delivery and resource allocation. 

• Collaborated with the CEO, Superintendents, and the client’s team for schedule development, prioritizing milestones, staffing, resources, contract management, and resolving roadblocks and budget issues.

2019– 2020 • HEART OF HUMANITY HEALTH SERVICES • Novato, CA

A leader in home care, providing caregivers, nurses, and therapists with skilled and non-medical services.

Professional Services Manager | Business Analyst. Utilizing seasoned program management skills, turned around an underperforming company segment, analyzing enterprise operations, identifying gaps and opportunities for improvement, and establishing transformative standard operating procedures (SOPs) for sustainability.

• Elevated patient review ratings from 2.3 to 4.5 stars, using post-visit feedback strategies and online engagement enhancements.

• Boosted professional service encounters by 89%, optimizing workflow and deploying SOPs and marketing campaigns.

• Escalated B2B and C2B revenue and brand recognition, revitalizing the website and launching strategic alliances.

• Conceptualized and rolled out training programs for occupational safety and risk management in high-risk activities, resulting in a significant reduction in workers’ compensation claims.

• Optimized workflows and data integrity migrating to a robust EMR system that facilitated scaling the company for rapid growth and enhancing billing documentation.

• Expanded network markets while driving diversity and inclusion by securing insurance contracts to operate in underserved communities.

• Improved patient appointment processing time from 10 days to 24 hours, leveraging SCRUM methodology.

2017– 2019 • SPORT AND SPINE THERAPY OF MARIN • Novato, CA

A physical therapy organization specializing in sports injuries and geriatric care.

Senior Physical Therapist | Financial Analyst Consultant. Elevated patient care as the Senior Physical Therapist and provided management consulting services to the owner about strategy development for increased profits.

• Streamlined operations and space utilization, reducing costs, and enhancing efficiency while maintaining high-quality care.

• Provided data-driven insights to drive decision-making and performance reporting.

2003– 2017 • PEAK PERFORMANCE IN MOTION • College Station, TX

A $750K annual revenue Physical Therapy clinic.

CEO & Co-Owner | Business Analyst | Physical Therapist. Led a 16-member team while overseeing a $750K business plan and all multi-task operations, including marketing, P&L management, accounts payable, payroll, and procurement. Built infrastructure, health systems, procedures, compliant documentation, and best practices. Solicited and negotiated insurance policies through their life cycle while orchestrating corporate governance, including obtaining DBA and state licensure.

• Secured $145K in start-up capital, optimized marketing, identifying investors through networking and targeted outreach.

• Optimized marketing, reduced costs by networking with orthopedic surgeons and creating word-of-mouth referrals. Revitalized the website and integrated B2B, C2B, and physician relations while maintaining legal marketing compliance with Stark Laws.

• Reduced labor expenses while enhancing community relations and fostering volunteer internships with motivated pre-physical therapy students from Texas A&M University. Developed their clinical knowledge, optimized workforce planning, and established a robust talent recruiting pipeline.

• Developed an innovative top-performing team that maximized profitability by launching weekly employee meetings that explored issues and solutions, implementing a bonus program for adopted creative recommendations.

• Transformed the medical records system, shifting patient records to an automated EMR setup for data integrity. Streamlined billing procedures, resulting in improved cash flow.

• Elevated client care and clinic reputation by devising and deploying a tactical roadmap, driving staff development, community engagement, quality improvement, training, and customer service strategies.

• Earned BCS Eagle’s 2013 Readers’ Choice Best Rehab Facility Award and Best of Brazos’ and 2011 Best Physical Therapy Clinic Award by identifying customer needs and exceeding expectations.

2000 – 2003 • OPTIMUM REHAB • Brenham, TX

A privately owned rehabilitation company encompassing 3 clinics, surrounding school districts, hospital and nursing home contracts.

Regional Director of Operations | Physical Therapist.  Directed a 22-member team while allocating a $1.1M budget and overseeing regional operations. Strengthened relationships with referring physicians.

• Increased the annual gross margin by 25% by improving training, scheduling, and communication improvements.

• Reduced accounts receivable and collection efforts with an improved method of payment collection at the time of service.

• Originated a new revenue stream by creating a patient-to-fitness membership transition strategic success plan in collaboration with personal trainers, cultivating teamwork and enhanced client engagement.

• Established cross-functional team collaboration to improve workflow and create a unified service mentality.

• Motivated professional staff to gain certifications beneficial to the quality of care, improving their marketable value.

1991 – 1998 • JACOBS ENGINEERING GROUP INC. • Houston, TX

An international parent company primarily offering industrial engineering, construction and consulting services.

Business Analyst | Consultant Advisor to Cost Engineering Department. Collaborated with internal stakeholders to develop and execute a $2B annual consolidated Central Region Business Plan. Utilized financial analysis forecasting models and data breakdowns to improve sales forecasting and planning, contributing to Business Plan accuracy.

• Presented quarterly to C-Suite, detailed variances from to Business Plan with spreadsheet reports and power point illustrations; applied adjustments in the Quarterly Rolling Forecast building an Excel macro workforce curve based on historical projects and probabilities. 

• Breakdown and analyze data, alter data recording into manageable costs categories.

• Consultant to the Cost Department Improved Project Cost Controls reporting and consistency for meeting internal and client needs.

• Teamed up with the Accounting Director and the CFO to produce the Annual G&A Budget and tracking every quarter.

1989 – 1991 • H. B. ZACHRY COMPANY • Multiple Locations, TX

A large construction company with heavy, highway, commercial construction, and industrial divisions.

Scheduling Engineer |Contract Staff Manager.  Manager and liaison of 32 clerical staff employees contracted to Dupont.  Later recruited to become a Scheduling Engineer.

• Skillfully managed multitasking responsibilities including payroll, billing, HR resolutions, and financial reports for clerical staff.

• Initiated Quality Circles to meet regularly to help resolve problems in their work areas, resulting in improved production and client satisfaction.

• Promoted into the Engineering track of the company; quickly became proficient at scheduling the timeline and costs of major projects for the client.