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Click here or scroll down to respond to this candidateCandidate's Name
Street Address River Mist Drive Home: (248)
Street Address -3790
Rochester, Michigan Street Address E-Mail:
EMAIL AVAILABLE
SUMMARY
Extensive Executive Leadership experience in Medical School Administration,
Financial, Accounting, and Consulting industries. A pro-active, caring yet
requiring, executive administrator specializing in building Team Competence
by way of identifying, developing and leveraging individual skill sets. A
high energy employee, proficient in providing and fostering technical
expertise. Extremely organized in all areas of record-keeping, time
management, delegation and follow-up. Sensitive and timely in response to
employee issues and concerns while supporting management policies and
employment laws. Hands-on experience in:
|Vendor Negotiation |Policy & Procedure Development / |
| |Writing |
|Information Systems / |Communication Skills Training |
|Management | |
|Franklin Time Management |Salary / Budget Administration |
|Personal Calendaring / |Facilities Management |
|Appointments | |
|Recruit, Hire, Train, and 'Grow' High Caliber Support Personnel |
PROFESSIONAL EXPERIENCE
WAYNE STATE UNIVERSITY PHYSICIANS GROUP, Detroit, Michigan 2010 -2011
The nation's largest single-campus Medical School
Office Manager, School of Medicine, Office of the Dean
A newly created position within Wayne State University, School of Medicine,
Office of the Dean, responsible for direct supervision of all
administrative staff within the Office of the Dean, inclusive of
recruiting, hiring, training, conducting performance evaluations.
Identifying need for and creating, implementing and enforcing policies,
procedures, and guidelines related to the operations of the Office of the
Dean. Conduct weekly staff meetings for the purpose of cross-sharing of
work loads, team-building, mentoring, enhancing satisfying work experience
within the School of Medicine, Office of the Dean. Create, distribute, and
maintain extensive MS Outlook distribution lists in conjunction with acting
as Web Master for Office of the Dean and WSUPG Corporate Web pages with
regard to updates / changes to UPG Executive Staff, UPG Executive
Committee, Dean's Council, and School of Medicine Department Chairs. Create
structure, alleviate existing chaotic work environment, and strengthen both
verbal and written communications patterns.
. Created, wrote, implemented WSU/SOM, Office of the Dean New Hire
Orientation and Training process, inclusive of one-on-one staff
visitations, policy/procedure review, WSU campus tours, UPG Departmental
infrastructure, and Administrative Team welcome luncheon. This new
approach to integrating new hires alleviated the formerly existing
approach of 'baptism by fire' or 'sink or swim' and contributed to the
stabilization of the administrative staff and their delivery of high
quality work on behalf of the Office of the Dean;
. Identified areas of critical need insofar as requiring clear and
manageable Policies and Procedures, including but not limited to:
o UPG Departmental Chair Evaluations - researching existing practices
and establishing concise steps to ensure UPG, Office of the Dean's
compliance w/ timing, documentation, and filing w/ the President's
and Provost's offices;
o Event Sponsorship processing steps in conjunction w/ the External
Events department, School of Medicine;
o Office Supply online ordering via OfficeMax and Monarch printing
within the firm's newly established vendor relationships,
monitoring and maintaining ongoing expenses for the 2010-2011
fiscal year;
o Telephony and IT requests, implementation for all existing and new
employees within the Office of the Dean;
o Facilities project management for any/all requests pertaining to
internal employee office moves, electrical, signage, small
renovation projects;
o Food catering / ordering process w/ the university's vendor, AVI
for the purpose of managing submitted orders and matching invoices
to ensure remaining within stated budgetary guidelines;
o Bio-Medical [AV and Graphic services] guidelines for submission,
expense tracking, and considering alternative SOM resources to
reduce / eliminate costs;
o Corporate Car transportation policy-procedure for submission,
expense tracking, and invoice payment to ensure remaining within
stated budgetary guidelines;
. Initiated internal staff training for Excel, Communication Styles, Time
Management, and Departmental Chair guest speakers;
. Assumed responsibility for managing SharePoint, a web-based program for
budgetary information sharing, for the 2011-2012 Fiscal Year by
redesigning to ensure a high level of confidentiality and ease of posting
critical departmental fiscal information;
TACTICAL ALLOCATION GROUP, LLC, Birmingham, Michigan 2006 - 2009
An SEC Registered Investment Advisory Firm
Client Services Manager
Responsible for both direct and sub-advisory client service at high-level
account administrative level; new account openings, responding to /
resolving broad spectrum of account inquiries via Fidelity Investments
custodial venues, apprising CEO of transferred and funded new account
assets. Wholly responsible for maintaining client Investment Advisory
Agreements, adjusting management fee rates [both individual and
householded], and preparing / executing all data for quarterly billing
cycles, inclusive of manually prepared client invoices in an entirely
manually-driven system.
. Streamlined manual client billing process utilizing Excel spreadsheets
linked to data-gathering websites; successfully completed quarterly
billing cycle within 3-7 days of new quarter, encompassing $400,000,000
in assets from 450 direct clients and 15 Sub-Advisory clients;
. Orchestrated revamping of HNW client filing system for 450 individual and
200 householded TAG direct clients resulting in positive SEC Audit
feedback;
. Introduced and designed TAG New Employee Orientation process resulting in
a more positive image from the new associate perspective and a more
positive 'ramping up' and learning process for all TAG associates;
. Managed TAG's Hedge Fund POM process by way of logging, preparing, and
sending approved subscriptions to HNW clients ranging in initial and
additional investments from $200,000 to $5,000,000;
. Managed weekly Operations Meeting process by way of creating agendas,
facilitating work sharing process, and opening lines of communication
among TAG operations co-workers;
THE AYCO COMPANY, Troy, Michigan
July, 2005 - April, 2006
A wholly owned financial services subsidiary of Goldman Sachs
Director of Office Operations
Responsible for directing/managing all aspects of a 40-employee office,
inclusive of support personnel management/development, property management
liaison, new space project planning, invoice/billing/fee resolutions for a
700-client base, internal/external client and employee meetings, event
planning, and salary/entertainment/supplies budget expenditures. Oversee
the delegated tasks of telephony and IS administration, training, vendor
invoice payment, and local benefits administration.
. Restructured support back-up teams, from a previous 'silo' culture,
ensuring high quality, seamless Account Manager and client service.
. Successfully addressed several long-standing employee performance issues
by way of coaching, counseling, mentoring, setting
objectives/accountability standards, resulting in measurable and positive
outcomes in improved attendance, interpersonal interactions, and
initiative in problem-solving and communication of same.
. Established weekly support team meetings to strengthen
intercommunications, ensure cross-training and work-sharing, and
brainstorm office and revenue-enhancing projects.
. Created financial spreadsheets to track/monitor region expenditures
encompassing supplies, entertainment, facilities, vendors, and new space
budgets.
HEWITT ASSOCIATES, Troy, Michigan 1999 - 2005
An international human resource consulting firm
Administrative Office Manager
Responsible for managing daily operations of 40-associate local office, and
two remote offices, inclusive of facilities, food services, property
management liaison, budget and salary administration, and information
systems. Unit Manager to 15 support associates in multiple practices and
locations; encompassed recruiting, interviewing, hiring, training and cross-
training, mentoring, and negotiating differences. Project Manager of high
profile client events, office relocation, renovations and remodeling.
. Facilitated local Detroit office growth from 4 to 15 support staff,
including virtual management of administrative teams in Pittsburgh and
Cleveland; coordinated bi-annual Performance Feedback sessions with local
and virtual support teams, and guided growth and objective attainment via
personalized and regular mentoring meetings.
. Assumed full responsibility for Food Services budgets in Detroit,
Pittsburgh, and Cleveland; created Excel formula spreadsheet to track
daily, weekly, and annual expenditures, resulting in under-budget savings
ranging from $3,000 to $15,000 for 6 consecutive years. Engaged by upper
management to train peer managers in Minneapolis and Chicago to initiate
similar cost-tracking practices.
. Project managed office move from 11,000 sq. ft. to 19,000 sq. ft. of new
space, encompassing office design, finish selections, furniture,
telephony, information and security systems, and food services.
MORGAN STANLEY, Troy, Michigan 1997 - 1999
An international investment firm
Executive Assistant to Branch Manager
Responsible for supporting Sr. Vice President/Branch Manager and
Administrative Supervisor in all administrative areas of office operation;
recruiting, sales promotion, communications, information systems, accounts
payable/receivable, facilities, supplies & requisitions, personnel & HR
administration, compliance, client service. To serve as liaison between
office of Sr. VP and branch office personnel, North Region, and national
network of Morgan Stanley.
. Assumed responsibility for entire information systems network for office;
included managing employee moves, tracking PC user ID's, and meeting firm
compliance requirements.
. Voted by office staff as Hardest Working and Most Professional, 1997.
COOPERS & LYBRAND, L.L.P., Detroit, Michigan 1995 -
1997
An international Professional Services "Big Six" Certified Public
Accounting Firm.
Manager, Office Administration
Responsible for managing daily operation of 500-employee CPA office over
five floors and eight departments including facilities, telecommunications,
information systems, research library, word processing and the hiring,
training and development of 40 executive-level secretaries.
. Facilitated election and created Support Services Advisory Council to
Management encompassing eight departments, 65 employees, and 13 elected
representatives for the purpose of effecting positive changes in the
workplace.
. Administered $1.2 million salary budget and annual review process for
four departments encompassing 45 employees.
DRAKE BEAM MORIN, INC., Troy, Michigan 1992 - 1995
The world's largest career consulting firm with over 150 national and
international locations.
Administrative Director
Responsible for the daily administration of an office supporting a Managing
Director, 35 Consultants,
3 satellite offices, 6 career centers, and more than 150 executive-level
candidates.
. Wrote, created, facilitated formal orientation for new candidates on
office procedures, introduction to database support systems, and job
search resources, which set the tone for a consistent and routine-based
environment for outplaced executives.
. Assumed responsibility for coordinating weekly career transition
seminars, encompassing 35+ workshops, 600+ participants; decreased
overall costs by eliminating pay to adjunct consultants at rates of $100+
per day.
. Promoted to Administrative Director with 15% increase in first 10 months
of employment.
MERRILL LYNCH, Bloomfield Hills, Michigan 1976 -
1991
Capital Markets Division
Administrative Manager, Assistant Vice President
Administrative Manager to parent and associate offices with combined annual
sales of $40 million. Involved in all areas of conflict management, law
and compliance of brokerage industry, litigation, customer service, and
human resources. During tenure, offices grew from 15 to 90 Financial
Consultants, 4 to 50 Administrative Assistants, and increased annual
revenues of $37.5 million.
. Administered $800,000 annual salary budget for parent and associate
offices, and scheduled 30 to 50 comprehensive annual performance reviews.
. Decreased Administrative Assistant turnover by 20% via implementation of
an original formal, structured training program, which was ultimately
adapted by other Midwest offices.
EDUCATION and PROFESSIONAL DEVELOPMENT
Oakland University, Rochester Hills, Michigan
School of Business Administration, 3.9 GPA
Recipient of 2003 Oakland University Writing Excellence Award,
First Place, Category 1 for "Detroit City Governance"
Michigan State University, East Lansing, Michigan
Mott Community College, Flint, Michigan
Managing People at Hewitt (HA) - 2000
Adapting to Communication Styles (HA) - 2000
Diversity - Benefiting from Differences (HA) - 2000
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