Significant growth was established goal, and coming up with information to separate company from competition was key. However, uniform market was saturated, and it would not be easy.

Expanded available product lines to outdoor equipment, fitness items, and exercise equipment. Analyzed how much quicker company was able to provide products, average savings, and order accuracy. Developed and implemented tag line "Getting it 100% right and 50% faster, with savings of up to 34% under competition."

Within one year, gross annual sales grew 500% from $30,000 to $152,000.

Glencoe Public Safety Department was in need of accreditation manager. Personally brought in to fulfill that function. As civilian department member, it was essential to overcome challenge of becoming accepted member of department. As non-police officer, it was customary to be excluded from department functions.

Worked with various department members and administration to begin proving worth. Transitioned through two professional standards edition changes while strengthening relationships within department. Maintained accreditation through three outside site visits where management systems were reviewed by outside authority.

Best practices resulted in 18.8% less workers compensation claims, 11% less liability claims, 31.4% less auto liability claims, and 58.3% less physical auto damage claims.

At the time, security functions were being managed by variety of different authorities including facilities, principal's office, and business office. However, those with responsibilities did not want to give up authority.

Centralized security management under one umbrella. Worked with students, certified staff, and support staff to change expectations and operations. Implemented security camera, visitor tracking, staff identification, and visitor badge systems.

Security program was expanded from 7 to 30 people, enhancing safety of 4,000 students and 500 teachers.

Shortly after joining department, experience was gained in many different aspects of agency, including purchasing of uniforms and supplies. However, Village had "tradition" of purchasing from same vendors for many years, and certain level of resistance to change existed more than usual because Fire Department is deeply ingrained with tradition. Costs were increasing and Village was in zero budget increase mode for several years.

Looked at consumable supplies and worked with several committees then sought pricing from different vendors. Identified office supplies, uniforms, and consumables such as batteries, rubber gloves, and medical supplies as potential substitutes. Conducted cost analysis and introduced competition into purchasing process.

As result, department was able to purchase same items at 15% better value with 25% faster service.

Glencoe Police Department's ticket issuance dropped to all-time low, which negatively impacted Village revenues. While officers followed appropriate procedures when conducting traffic stops, element of uncertainty existed around Officers feeling as if there was no protection and citizen could file complaint due to lack of functioning audio/video recording systems.

Performed detailed research on ways to secure funding for up-to-date audio and video recording systems. Identified and compiled all materials necessary for $20,000 grant.

Grant was secured, and within one year, traffic stop productivity increased more than 30%.

Fire accreditation process required creation of Risk Hazard Assessment based upon fire and non-fire risks within Village of Glencoe as well as well-developed Strategic Plan. However, this was new ground and no samples existed within Village.

Partnered with few departments that were accredited within area through Illinois Fire Accreditation Managers. Utilized assessments as base and created new assessment for Village of Glencoe. Oversaw assessment of each commercial and multi-family residence for construction, fire protection, exposures, and special threats. Evaluated non-fire risk upon history and probability. Researched and analyzed all department functions, training calendars, and predictable events to formulate municipal strategic plan.

As result, fire and EMS responses were verified to be appropriate for risks, and topic of Risk Management was later taught to approximately 100 Fire Chiefs at seminar.

During evening, school was open to public and there was space being rented in facility with no security supervision. Security personnel left each day at around 3:30 pm, and administration had mindset that security was only needed when school was in session. Because there was no after-hours management supervision, thousands of dollars in cash and equipment were stolen.

Created new paradigm through implementation of evening shift. Placed security presence in each of two schools. Justified costs by potential avoidance of disasters as well as reduction in risk. Conducted recruitment activities and interviewed security officials. Created and oversaw accelerated field-training program to teach and mentor new employees on physical layout of campuses as well as customer service, emergency notifications, and differing procedures.

Due to increased security, arson was averted, saving schools tens of thousands of dollars in damage.

There was significant need to communicate to voters; however, campaign did not own any computers and didn't have any systems in place to properly communicate with public on large scale.

Created email marketing campaign through third-party vendor. Assisted in establishing computer network infrastructure to include mapping and cellular capabilities for phone banks. Took digital photography and published images in campaign materials.

Complete success was long shot from start, but campaign captured nearly 14% of vote in six-candidate election.

Design of diaper bags looked too much like purse and was disorganized. Additionally, product wasn't designed for men and added certain level of embarrassment. Clear market existed for new type of product.

Took multi-pocket vest and filled it with parenting essentials. Marketed vest through press releases, creating new line of customers for police/military supply company. Conducted research on search engine optimization, ensuring that website appeared in top 10 on searches. Received iParenting Media Award for new products and had several parenting websites review and endorse product.

Within six months, sales for product went from zero to $30,000. Click here for article.

Village Manager had goal for fire department to become accredited. However, for five years, public safety department tried to comply with standards, but were unable to do so.

Met personally with firefighters and medics to develop guidelines, standard operating procedures, and codify operations. Conducted risk analysis and created first strategic plan for department.

As result, Public Safety Department received accreditation awards, making it one of only 0.49% of accredited fire agencies in United States.

Following Columbine shooting, school district needed to develop crisis plans for multiple threats. However, mindsets of educators and security personnel differed significantly with educators focused on what had happened in microcosm, while security professionals took all hazards approach.

Wrote crisis plans and procedures for how to keep students safe and feel safe during terrorist attack upon U.S. soil. Researched what other organizations had in terms of crisis plans, gained trust, and got organizations to share "For Official Use Only - FOUO" documents. Created multiple crisis plans for student abduction, bomb threats, chemical spills and hazardous materials, civil disturbances, fires, hostages, hostile intruders, active shooters, and presence of firearm in school.

One successful implementation was on 9/11/2001 during actual terrorist attacks on Pentagon and twin towers, where school was locked down and students were not allowed outside.

Security department at Children's memorial Hospital was being restructured with less supervisory personnel. However, although there was to be less supervisory personnel, line employees were not empowered or self motivated.

Changed mindset from quasi-military supervisory structure to empowered one, where line personnel could become decision makers. Researched techniques on teambuilding and decision-making, delivered training and mentored supervisors. Mentoring supervisors helped to push decisions back to line personnel, while giving line personnel guidance instead of directions.

As result, families were better served as security professionals could assist without asking for supervisor's approval.