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Led expansion of affiliate offices from 40 to 55, with combined revenue of $27,000,000. Includes opening offices in
Mexico City, Toronto, and Johannesburg (licensee).
|
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Placed a cumulative total of over 24, 000 interns during the last four years with an average of 700 corporations per year.
|
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|
Improved technology of the organization to include development of a wide area network and creation of a customized intern, corporate, and alumni tracking database.
|
|
|
Raised over $12,000,000 in the
last five years despite the
organization not being a classic
fundraising non-profit. |
|
|
Increased net assets balance by
$1.3 million over last fiscal
year.
|
|
|
Reduced organization expenses by 17% during the last fiscal year. |
|
|
Established Shared Resources
Center to provide recruitment
and administrative services to
INROADS affiliates. |
|
|
Developed strategic partners
(sponsoring 50 or more interns)
with global companies like IBM,
GE, Pfizer, Procter and Gamble,
PricewaterhouseCoopers, Liberty
Mutual, Bank of America,
Lockheed Martin, Deloitte and
Touche, Metropolitan Life,
Kraft, and United Technologies.
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INROADS recognized for the last 10 years as one of the top 10 internship organizations in the country. Others include the White House, Supreme Court, and MTV.
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| |
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|
Executive Vice President for Operations
(7/91 to 12/92)
|
Officer responsible for day-to-day management and operations of the organization. Included supervision of line management, sales and service initiatives, quality control, planning and national account management.
Accomplishments: |
|
|
Traveled throughout the
organization to establish calm
after a period of turmoil. |
|
|
Completed assessment of
organization needs identified
during a series of feedback
sessions. Established priorities
based on the assessment.
|
|
|
Established national guidelines
of operation, which served to
clarify organization success
metrics. |
|
|
Led
effort to establish national
account program for largest
corporate sponsors. |
|
|
Led
strategic planning process for
the organization. |
|
|
First American National Bank
(1/89
to 6/91)
|
Vice President and Director of Community Development
Officer responsible for ensuring that banking products and services were extended throughout the communities served by First American, inclusive of low and moderate-income areas. Consulted with local offices to insure results. Also, responsible for administering the banks efforts to comply with the Community Reinvestment Act.
Accomplishments:
|
|
|
Led creation of First American
Community Development
Corporation (FACDC) whose purpose was to work with bank lenders, government agencies, and non-profits to develop low and moderate-income housing and to support small and minority businesses. |
|
|
Led
effort to track extent to which
bank was lending and providing
services in low and
moderate-income communities.
|
|
|
Worked with bank associates to
create banking services and
mortgage products that would be
targeted to support those of low
or moderate incomes.
|
|
|
Improved bank to a satisfactory
CRA rating (one level above
where it had been previous to my
employment) with bank
regulators.
|
|
|
State of
Tennessee Department of Economic
and Community Development
(12/87 to 12/88)
|
Assistant Commissioner, Business Services
Was responsible for directing operations of the states industrial training service, small and minority business programs, and existing industry services. Developed and executed policies and methods for assigned functions and division operations.
Accomplishments:
|
|
|
Developed aggressive call
program to visit existing
companies throughout the state. |
|
|
Leveraged existing state
departments to address specific
issues identified by companies
through calling effort. |
|
|
Updated directory of minority
businesses throughout the state. |
|
|
Worked with department
leadership to develop a
multi-million dollar training
fund to support existing
industry expansions. |