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Click here or scroll down to respond to this candidateCandidate's Name
Street Address Brigham Road PHONE NUMBER AVAILABLEWorcester, MA Street Address EMAIL AVAILABLEPROFESSIONAL EXPERIENCEKHRC, LLC. 1/1/2012 presentBusiness ConsultantBusiness consultant to CEO of start-up companies in the Cincinnati, OH, Pittsburgh, PA, and Worcester, MA geographic areas. Fields of advisement include general management including communications, finance, forecasting, budgeting, HR, legal, sales, marketing, advertising, functioning at the CEO and COO levels. 1) Todd Siegel, CEO of Queen City Barbell (QCB) in Cincinnati, OH, opened a wellness center and gym in Cincinnati, OH in 2011. QCB became profitable in month 13, creating its own niche in the local market. Achieved with the CEO creating a company using accurate financials, projections, and business structure. Also provided guidance in the areas of HR, legal, real estate, operations, and strategic development. 2) Private investors, headed by Billy Price, in Cincinnati, OH, searching for a proprietary school system to purchase. Focus included coaching on how to identify a good prospect, analyzing financials, metrics critical to good accreditation standing, default rate, placement statistics, % attrition, % graduate rate, 90/10 standing, real estate practices, and HR, among others. 3) Mark Heckman, CEO, and Eric Harvey, President and co-founders of Imagine Careers (IC) in Pittsburgh, PA. Heckman, a graduate of Carnegie Mellon University, and Eric Harvey, former President of Executive Recruiters, founded this company to provide a unique online career research and placement tool for college graduates in the technology sector. Consulting focused on marketing, sales, strategic development and execution, corporate identity, financial viability, and general advisor to the CEO. 4) Janice Stein, an entrepreneur evaluating alternative methods of developing a business In Pittsburgh, PA, that sells (retail and wholesale) high-end bathroom and kitchen fixtures. Worked with Janice in evaluating financials, existing inventory, comparative package values, real estate options. 5) All Saints Episcopal Church, Worcester, MA, and the Episcopal Diocese of Western Massachusetts. Created a complete HR program for the parish, as well as the Episcopal Diocese of Western Massachusetts. Oversaw the churchs finances, recommending fiscal management for the next 5 years, budgets, and investment portfolios.ANCORA UNIVERSITY, DENVER, COLORADOAdjunct Professor of English Composition (part-time) 7/2019 7-2020 Taught freshman- and sophomore-level English Composition on-line. SALTER COLLEGE, WEST BOYLSTON, MA 5-1-2015 9/30/2015 PresidentSalter College was in desperate need of a turn-around in virtually every department. Over a period of 4 months, conducted a thorough assessment of the colleges turn-around needs: 1) Admissions on a monthly basis missed budget by 50+% on average. 2) In Academics, the student drop rate was at roughly 60% on an annual basis. 3) In Career Services, placement was at 42% versus a goal of 70%. Rsum of Candidate's Name Page 24) Financially, the college was operating at an estimated $1+ Million deficit on an annual basis. 5) Over the past 5 years, the colleges student population declined from 1,000+ to 290 students. 6) The college had been investigated by the Massachusetts Attorney Generals office, with the parent company paying a fine of $3.75 Million, accompanied by extremely bad public relations in the local market; the new state-enforced regulations negatively impacted the schools ability to recruit students. During the May September period accomplished the following: 1) Improved student job placement from 42% to 63% for the current cohort. 2) Successfully addressed non-compliance issues taking place in the Admissions and Career Sedrvices Departments; reported findings to the Sr. Compliance Officer and CEO of the company. 3) Focused the Academic Dean on student retention, beginning with an analysis of drops for months 1, 2, and 3, by faculty, and by course.4) Joined the Regional Worcester Chamber of Commerce and began developing relationships important to the college, and addressing the colleges poor reputation in the community. Developed a good working relationship with the President of the Chamber.5) Reported to appropriate stakeholders the fraud taking place after the agreement with the State Attorney General in the admissions and career placement departments. Ultimately, Premier Education Corp. was forced to leave the state of Massachusetts.ROBERT MORRIS UNIVERSITYPITTSBURGH, PA 8/2014 1/2015 Adjunct Professor of Business Communications, Busines Public Speaking, and Persuasive CommunicationAdditionally, qualified to teach Marketing, Entrepreneurship, Business Management, College Reading & Writing, Argument and Research, Intercultural Communications, and Professional Communication in the Workplace. BROWN MACKIE COLLEGE 8/2010 12/2011CINCINNATI, OHIO 45215PresidentResponsible for providing overall leadership for this campus and its branch campus, with a combined student population of 2,000 students and revenue in excess of $32+ Million, meeting objectives for quality, growth, and financial leadership. Provided leadership for admissions, HR, finance/P&L, financial aid, legal, provision of resources, budgeting, institutional improvement, alliance-building, accreditation and compliance, institutional strategic planning and research, productivity measurement, and consulting. Responsible for P&L outcomes. Provided functional leadership for the branch campus. Summary of accomplishments during tenure as President: 1) Over 1 years, embarked on an initiative that brought the campus into compliance with Ohio Board of Regents accreditation, preparedness for bachelor-level programs, an upgrade of career services operations, and all the while maintaining admissions outcomes and improving Academic Affairs persistence outcomes.2) Admissions exceeded regional and corporate results on a monthly basis. 3) Student satisfaction improved dramatically based upon survey results. 4) Student persistence improved from 12-15% per month to 10%. Attrition among First Quarter students improved from 40+% to 19%.5) Placement improved from 50% to 72%, with improved verification measures put in place. Rsum of Candidate's Name Page 36) Compliance with federal, state, accreditation, and corporate standards were achieved. 7) While improving the quality of services and moderately increasing expenditures against the bottom line, profitability increased +$2.5 million in the first 18 months to $19.3 Million. 8) Despite the favorable results above, problems persisted: a) The graduation rate was less than 50%b) The pass rate on certification exams averaged 18% on the 3 programs requiring them c) The attrition level at its best was at 10% per month, meaning the college turned over the entire student population in less than a yeard) I asked EDMCs (the parent corporation) Audit Team to conduct an audit which resulted in 28 major findings, several of which would result in show cause. ACICS had just been granted 8 years of accreditation before I arrived.9) Because my findings revealed the inadequacy in ACICS, which was suspended from operation as a nationally recognized accrediting agency by the federal Department of Education in 2022, and 22 of 27 Brown Mackie Colleges were closed including the Cincinnati campus, I was asked to leave Brown Mackie. Within 5 years, both ACICS and Brown Mackie College were closed by the DOE. In the case of Brown Mackie, many of findings in my assessment were noted as cause for closure by the DOE. YTI CAREER INSTITUTELANCASTER CAMPUS, LANCASTER, PA 17601(LIBERTY CAPITAL PARTNERS PRIVATE EQUITY & VENTURE CAPITAL) President 5/2008 7/2010Was promoted to the Lancaster Campus as a result of successful goal achievement at the Altoona campus. Initiated a comprehensive quality improvement program which focused on the following: 1) Strengthen the quality of course offerings, including quality of teaching. 2) Create a collaborative working environment, and significantly strengthen communication to employees and students.3) Maintain academic and accreditation standards.4) Create community outreach that creates presence and stature in the local community. Responsible for providing overall leadership for this campus of 925 students, meeting objectives for quality, growth, and financial leadership. Specifically, led admissions, HR, finance, financial aid, legal, provision of resources, budgeting, institutional improvement, alliance-building, accreditation and compliance, institutional strategic planning and research, and productivity measurement and consulting. Responsible for P&L outcomes. Consulted closely with regional management, and provided functional leadership for the branch campus.Summary of accomplishments during tenure as President: 1) Admissions enrollments increased 375% (from 8 per week to an average of 30 per week with a high of 60) as a result of re-staffing and putting in place appropriate management structures. 2) Student attrition decreased from 46% per year (average monthly attrition of 3.4%) to 25.2% per year during the 2008-2009 period).3) Student satisfaction increased from 76% to 93% over a period of 12 months. 4) Graduate placement rose from 86% to 90% year over year; and, e) the school was strengthened in terms of accreditation through the attainment of full accreditation by the American Culinary Federation (ACF), January 2010; full accreditation by the American Dental Association/CODA, April 2010; and school membership in Chane des Rtisseurs, an international culinary society. 5) Improved profit/loss from -$600K in 2008 to +$3.5M in 2010 through increased revenue, control of expenses, and margin maintenance/improvement by product area. Rsum of Candidate's Name Page 4YTI CAREER INSTITUTEALTOONA CAMPUS, ALTOONA, PA 16602(LIBERTY CAPITAL PARTNERS PRIVATE EQUITY & VENTURE CAPITAL) President 2/2007 4/2008Accepted the position of President of the Altoona Campus of YTI with the understanding that it was a turn-around situation. The institution had been acquired by YTI in December 2006, and was on reporting with its institutional accreditor, ACCSC, for placement; of 11 programs offered, 10 failed to meet placement standards and 8 were below 20%. 5 of the 11 programs had been selected for teach-out. The School had not achieved enrollment goals in over 1 years, and the campus was operating at a fiscal deficit (estimated to be approximately -$2 Million).Findings:1) The quality of education offered, including the overall quality of its programs, was poor to marginal. 2) Its reputation in the community was poor.3) Goal: Turn around the campus within 18 months, requiring a thorough operational assessment, restructuring, development of a strategic plan, creation of operational guidelines and goals, creation of identity and branding.4) Creation of stability within the institution.5) And to have the campus ready for a re-accreditation site visit in 10 months. Responsible for providing overall leadership for this campus of 250 students, meeting objectives for quality, growth, and financial leadership. Specifically, led admissions, HR, finance, financial aid, legal, provision of resources, budgeting, institutional improvement, alliance-building, accreditation and compliance, institutional strategic planning and research, and productivity measurement and consulting. Responsible for P&L outcomes. Consulted closely with private equity firms.Summary of accomplishments during tenure as President: 1) During the period of February through December 2007, succeeded in turning around campus performance: the campus was awarded a School of Distinction award by the Accrediting Commission of Career Schools and Colleges in December 2007.2) Successfully restructured the senior management team, focusing them on quality and the achievement of operational and metric goals.3) The Admissions team began achieving weekly enrollment goals in month 4. 4) The Career Services team achieved 80%+ placement in all programs going back to 2005. 5) Significantly improved student retention (attrition improved from 6.5% per month to 3.2% per month within 6 months).6) Successfully developed and implemented a strategic communication/community relations program to address the campus weak reputation in the community. 7) Brought the campus environment up to quality standards, including a capital program that resulted in building 5 new labs.8) In the 3 years following my turn-around management, the campus came from operating at a loss of$500K/yr to profitability of $3.5 Million.SANFORD BROWN, PITTSBURG, PA 2/2004 2/2007PresidentResponsible for providing overall leadership for this campus and its branch campus, with a combined student population of 1,050 students, meeting objectives for quality, growth, and financial leadership. Additionally, led admissions, HR, finance, financial aid, legal, provision of resources, budgeting, institutional improvement, alliance-building, accreditation and compliance, institutional strategic planning and research, and productivity measurement and consulting. Responsible for P&L outcomes. Consulted closely with regional management, and provided functional leadership for the branch campus. Rsum of Candidate's Name Page 5Summary of accomplishments during tenure as President: 1) Successfully managed the Schools accreditation crisis, preventing significant initial drops and maintaining stability among faculty, staff, and students. 2) Developed and implemented a Five-Year Plan, which included long-term programmatic development, development of school identity, market expansion, and alliance with programmatically related institutions in the community.3) Student satisfaction (as measured by the survey statement, Would recommend the school to a friend or relative) rose from 20% approval in July 2004 to 81% in October 2005. 4) The Academics, Financial Aid, Career Services, and Compliance departments were entirely restructured to meet operational and/or accreditation/regulatory standards. 5) Supervised main campus capital improvement initiatives totaling $5.5 Million, which resulted in the redesign and renovation of the facility, and installation of technology infrastructure. 6) Strengthened the curriculum across all programs and General Studies and converted to block scheduling, making scheduling more efficient and reducing adjunct instructional costs. 7) Restructured programmatic offerings, eliminating non-profitable programs while strategically aligning the school with high-end, quality programs, thereby creating a balance between high- and low-volume programs while maximizing revenue and profitability. 8) Supervised the acquisition and build-out of a new 45,000 sq. ft. facility for the Monroeville Campus. In the first 6 months, the company lost $28 Million, largely due to fines levied by the Department of Education. In Year 2, it achieved profitability of $4.7Million, and in Year 3, $8.3 Million on revenues of $8 and $16 Million, respectively.ROSS SCHOOL AND INSTITUTE FOR ADVANCED STUDY AND INNOVATION IN 9/1993 8/2002 EDUCATION, EAST HAMPTON, NYSr. Project Manager Ross Institute for Advanced Study and Innovation in Education School Director, Dean of Technology and Performing Arts, Co-ChairCurriculum Development Council, Instructor The Ross SchoolA private laboratory school founded by Steven J. Ross (former Chairman, Time Warner, Inc.) and Courtney Sale Ross, and affiliated with Harvard University, The Teachers College at Columbia University, the Education College at UCLA, and the Film School at USC. Summary of accomplishments: a) Numerous positions at The Ross School/Institute, including Director, Dean of Technology and Dean of Performing Arts enabled me to build departments and capabilities at the direction of the Board of Trustees, reporting directly to the Chairman. Developed curriculum for vocal music, computer technology, and theater for K-12 students. Worked with Dr. Howard Gardner (Harvard), founder of Multiple Intelligences Theory, in developing approaches to the teaching of creative disciplines, e.g., private vocal study and group vocal work, and with Dr. Ralph Abraham (USC Santa Cruz), curriculum curator. Developed national and international, fully integrated learning projects, including concept, curriculum, budget, international budget controls, cultural liaison, community relations, logistics, and project management protocols, working in concert with intellectual experts from throughout the world. For example, the Sonic Convergence project brought together students from the U.S., China, and Sweden(working with leaders from schools in those countries) to compose a complete symphony; the final product was conducted by Quincy Jones.Rsum of Candidate's Name Page 6ADVERTISING & MARKETING AND BUSINESS MANAGEMENT EXPERIENCE My background includes working for multi-national advertising and marketing agencies on Madison Avenue in New York and holding C-level positions in mid-sized companies in New York and New Jersey. SWAIN, RICHARDS & ASSOCIATES, NEW YORK, NY.President/COO/Co-FounderA strategic development, marketing, and public relations firm, founded by Ken Richards and John Swain that specialized in highly technical products. Responsible for P&L, operations, sales, client relations, client billing, financial management, legal, human resources, and general agency management. Agency services included strategic positioning, public relations, marketing, advertising, media, collateral design, video production, and promotional campaign development. Clients included Datascope, Inc., MBS/Multimode, Inc., Time Warner, Inc., Webcraft Technologies, Inc., Manufacturers Hanover, CitiBank, U.S. News & World Report, Forbes, and Procter & Gamble, among others. Annual revenue of $16 Million.CHAS. P. YOUNG ACQUISITION GROUP, INC., NEW YORK, NY. Corporate Vice President Responsible for marketing, advertising, public relations, promotion, sales support, executive speech writing, and media management, reporting to the CEO. Supervised marketing for 16 sales/marketing offices throughout the U.S. At the request of the Board of Directors, evaluated a subsidiary, New Media Corp., Inc., including sales projections, cost accounting, profitability, business practices, client and employee relations, and production capabilities. Appointed President/COO in 4/89 with primary responsibility to the parent company Board of Directors for profitability, business development, and creditor relations, while remaining on the board of CPYAG. NEW MEDIA CORPORATION, A SUBSIDIARY OF CHAS. P. YOUNG, INC. President/COO Responsible for P&L, operations, sales, client relations, financial management, legal, human resources, and general agency management for this $20 Million agency. Eliminated a $4 Million liability for the corporation while creating a profitable subsidiary. WEBCRAFT TECHNOLOGIES, INC., NORTH BRUNSWICK, NJ.Director of Corporate Communications Responsible for executive speech writing, merger and acquisition data analysis and presentation, media, film, advertising, public relations, promotion, and collateral. Pioneered computerization of corporate communications for this international leader in mass production of direct response marketing materials and database management. Improved advertising, promotional and public relations cost efficiencies by 28% with an associated sales growth of +15% annually over four years.DARCY, MACMANUS & MASIUS, INC., NEW YORK, NY.(Top-10 International Advertising Agency)Rsum of Candidate's Name Page 7Vice President Account Supervisor Managed $15.5 Million in advertising/media business, including M&M Mars Inc. consumer and corporate accounts. Worked collaboratively with the Amsterdam, Netherlands office. TED BATES/NY, INC., NEW YORK, NY.(Top-10 International Advertising Agency)Director of Account Services Training Senior Account Executive Managed $7.0 Million in Warner Lambert, Inc. advertising/media business. Developed and implemented training programs for entry- to senior-level account executives. WELLS, RICH & GREENE, INC., NEW YORK, NY(Top-10 International Advertising Agency)Account Executive Project Director Managed $5.0 Million in Procter & Gamble advertising/media business. Chaired special project committee, reporting to the Chairman, Mary Wells Lawrence, which was created to save the Trans World Airlines (TWA) account worth $20 million. The team I worked with was successful and I was promoted to Procter & Gamble.EDUCATIONM.A., English Language & Literature (cum laude), Ohio University, Athens, Ohio. Thesis: A Psychological Analysis of Laurence Sternes Tristram ShandyThe Use of Time and Metaphor as Antecedents to Personality TheoryGraduate Research (Italian Renaissance Art and History), Sapienza University of Rome, Florence, Italy through the Graduate College at Ohio University.Research Fellow, Alden University Library at Ohio University Teaching Fellow, Department of English Language & Literature, Ohio University B.A., English Language & Literature/Psychology (cum laude, Phi Beta Kappa, Omicron Delta Kappa National Leadership Honorary, Blue Key Honor Society), Ohio University, Athens, Ohio. Served as Special Assistant to the University President, Dr. Claude R. Sowle, JD. Certification, Spanish Language and Literature, La Universidad Veracruzana, Xalapa, Veracruz, Mxico through the Foreign Languages Department at Ohio University Private Study, Classical Organ with Dr. Jonathan Bezdegian, Organist at Christ the King Catholic Church, Worcester; and Mark Mummert, Organist and Cantor at Trinity Lutheran Church, Worcester; Piano and Voice, Oren Brown, The Julliard School; Voice with Marge Rivingston, nationally recognized vocal coach; Voice with David Friedman, conductor, Walt Disney Productions, New York, New York; William P. Crosby, Organist and Choirmaster, St. James Cathedral, Chicago.PROFESSIONAL MEMBERSHIPS/ACTIVITIESTreasurer and Member of Rector Advisory Committee, All Saints Episcopal Church, Worcester, MA Team Chair for the Reaccreditation of Colleges, ACCSC Member, Christ Church Cathedral Grants Committee, Chair of Spiritual Life Committee, named to Bishop Breidenthals Taskforce on RestructuringMember, Board of Directors, Woodlawn Chamber of Commerce, Cincinnati, Ohio Rsum of Candidate's Name Page 8The Legislative and Governmental Activities Committee, Ohio Association of Career Colleges & Schools Career College Association (CCA)Pennsylvania Association of Private School Administrators (PAPSA) Member, Chaines des RotisseursBoard Member (former), La Academia Charter School, Lancaster, PA Member (former), Lancaster Chamber of Commerce & Industry Member (former), Lancaster Chamber of Commerce & Industry, Community Initiatives Council Member (former), Lancaster County Higher Education Task Force Graduate of Leadership LancasterBoard of Directors (former), LancasterHistory.org (Lancaster Countys Historical Society and James Buchanans Wheatland Presidential Home)Member (former), Blair County Chamber of Commerce, Altoona, PA Member (former), Political Action Committee, Blair County Chamber of Commerce, Altoona, PA Member(former), Altoona Rotary Club, Altoona, PAWhos Who in Advertising, 1980Whos Who in Corporate Presidents, 1986Whos Who In Management, 1995Whos Who in Education, 1999AwardsChairmans Award for Admissions Placements, Career Education Corporation, 2006 School of Distinction Award, institutional accreditor ACCSCs highest award for degree-granting colleges, 2007 Management Excellence Award presented by the employees of YTI Career Institute, 2008+ + + |
