• Created and facilitated highly popular men's group that averted the stigma felt by men about counseling. Program was so successful that numerous additional groups were formed, and overall program contributed 25% of total counseling revenue for six years. For more information, click here.
  
  
• Instituted and directed a program of Continuing Medical Education workshops to meet the needs of smaller communities; program was advantageous for both the affected communities and the consulting business through which it was offered, maintaining enrollment at capacity and meeting budget and profit goals. For more information, click here.
  
  
• Earned consulting business reputation in the community as expert troubleshooters and mediators. Partnered with local agencies and nonprofits, increasing their productivity in some cases by over 80%, thereby enhancing their revenue by over 100%, by removing the personal and ideological blocks that were preventing them from evolving.
  
  
• Effected oversight and reporting programs that increased productivity of field personnel more than 40% and field supervisors’ productivity in excess of 70%.

• Achieved 50% overall increase in productivity by instilling training and appraisal system that had measurable expectations with 90-day cycles of improvement. For more information, click here.
  
  
• Established team and ten-point plan to lead team through upheaval in industry when managed care philosophy instituted major care-plan restructuring. For more information, click here.
  
  
• Annually increased staff of counselors, therapists, and interns to accommodate high growth rate of startup practice and consulting business, and ensured their integration into daily operations.
  
  
• Led team building for programs that led to a period of over 18 months of no attrition in counseling staff and a payroll savings to the department of over 40%.

• Envisioned and developed realignment of organizational structure of clinic delivery and supervision system, which doubled productivity, drastically increased direct support for clinic staff decreasing attrition by over 75%, lowered training costs by 20%, cut overall clinic costs by 40% and increased overall revenue contribution by over 80%. For more information, click here.
  
  
• Amplified behavioral health providers’ activity 300% by instituting internal monitoring system and accountability improvements. For more information, click here.

• Drove development and implementation of management training for all mid-level supervisors, increasing productivity by over 80%. Along with realignment of the management team, increase in daily oversight and accountability for individual clinics resulted in increasing clinic productivity by 60%, reducing direct labor costs by 30%, and enhancing revenue contribution by 50%. For more information, click here.
  
  
• Reduced attrition 75% in clinic staff and attained zero attrition in all other staff, reducing training costs by 20%, decreasing direct labor costs and overtime by 23%, increasing productivity by 40% and increasing division revenue contribution by 50%. For more information, click here.

• Directed startup, development and growth of private practice in West Texas community. The business grew over 100% annually for eight consecutive years. For more information, click here.
  
  
• Cultivated consulting business around practice that catered to larger agencies both public and private including state and county agencies. The consulting business grew annually at a rate of 80% and diversified into management consulting, college education, and mediation services. For more information, click here.
  
  
• Launched and directed two practices combined with consulting firms over a 12-year period.

• Enhanced company’s clinic operations while concurrently strengthening its position in the larger healthcare community by establishing alliances with other healthcare leaders and reciprocal programs. For more information, click here.
  
  
• Recruited by the local college to develop, implement and facilitate an instruction program at one of its campuses, increasing visibility and credibility of firm in local communities.
  
  
• Designed and implemented treatment programs for local mental health and substance abuse treatment facilities through consulting business, increasing firm’s credibility and status in community. These treatment programs increased revenue by 50% and employed as many as five counselors in the community part-time.
  
  
• Restructured and developed operational teams providing services that increased reported customer satisfaction over 80%, thereby increasing customer retention and loyalty in a very competitive market. Increased field personnel productivity as a result of restructuring by over 60%.
  
  
• Collaborated with local community in Montana to improve relations and create acceptance in a community that was very resistant to Texas corporation and its attitudes about community responsibility. It is estimated this effort increased community acceptance and made available supplies, materials and services at price reductions of as much as 40%.

• Integrated Baldrige experience and principles at every division level, driving increases in productivity (~40%) as well as accountability and self-initiative (~60%). For more information, click here.

• Consistently led team in individual sales, although only a part-time employee.
  
  
• Continually recruited by corporate staff to transfer into management and store director positions.
  
  
• Mentored floor sales staff to increase their productivity and sales techniques, and increased overall store sales by an estimated 30%.
  
  
• Developed a market for SES services reaping over $10 million in the first year in an area known to be controlled by long-established service companies such as Halliburton, Dowell and The Western Company.
  
  
• Sold new innovative services in a very traditional market that increased well production at times over 50% in depleted reservoirs, thereby increasing credibility in the market and further increasing sales over 20%.
  
  
• Introduced reporting systems and data sets prior to company going online that increased productivity of sales staff over 45% and redirected decision making, saving over 30% of misdirected expenses in the sales department.

• Implemented datasets and reporting system that allowed consolidation of work sets and reassignment of staff to other departments. Increased productivity by 100% and reduced labor costs by over 100%, increasing division revenue contribution over 20%.
  
  
• Consulted with one state treatment program, and over a three-month period, increased counselor productivity and client flow by 75%. Troubleshooting and problem solving with management guided them through restructuring that cut operational expenses over 40% by year’s end.
  
  
• Evolved and sold concepts to management regarding data recording/reporting and a computer reporting system that increased field sales personnel productivity by 45%, allowing them to spend as much as 50% more of their time in the field with customers.
  
  
• Built reputation as a company troubleshooter and problem solver and was given both sales and operations positions that fostered that reputation and increased sales, productivity and cost reduction in some districts by over 80%.

• Cleared backlog of non-billed patient encounters with support of new billing coordinator. Increased billable PEFs in the system over 400%, thereby increasing potential revenue contribution over 300%.
  
  
• Devised a Co-Dependency treatment program for hospital that increased overall revenue by 30%.
  
  
• Innovated cost control and reduction program that cut overall district expenses over 40%, increasing district profit over 55%.
  
  
• Rewrote and restructured adolescent treatment program so specific behaviors triggered specific treatment responses in order to redirect patients to treatment goals. This restructuring allowed for additional charges and ease of reporting to managed care, resulting in an increase in revenue of over 25%.

• Ensured 100% CHAIII certification of providers: clinic providers must be state certified at CHAIII level in order to be a billable provider. Set goal to have 100% of providers eligible and certified by end of FY’05, and met goal by midyear ‘05.
  
  
• Spearheaded a counselor training program that facilitated the introduction of counselor interns into the treatment milieu for nonessential counselor duties, cutting overtime counselor payroll expense 20%.

• Increased overall productivity 25% by developing a reporting system to track current job status on ten separate company sites concurrently, allowing standardization of job segments and greater oversight.
  
  
• Exacted 40% increase in productivity of clinic staff, lowered attrition more than 75% and increased revenue contribution more than 80% by decentralizing supervision of clinic system and restructuring the clinic delivery system.

• Effected supply chain turnaround, reaping 40% cost reduction within 90 days, by networking with local suppliers to obtain supply and equipment volume discounts for The Western Company.
  
  
• Directed a 50% improvement in supply time and a 20% cost reduction due to elimination of duplicate orders by collaborating with departmental managers and external suppliers to boost accountability and reaction time; achieved this in an area with extreme logistical issues (Alaska) with a history of breakdowns in medical supplies and equipment, pharmaceuticals and facility supplies.