After 9/11, company realized that it did not have a disaster recovery plan, nor contingency plan should the network fail. Manager of Information Services, who was well respected throughout the company, had been responsible for developing this plan. However, he had not completed this task and it was more evident after 9/11 of the need for a comprehensive plan.

Researched many outside computer consulting companies and analyzed the cost/benefit factor, determining that it would be more cost effective to hire an outside consultant to provide comprehensive services rather than continue to pay an employee for network services plus an outside consultant to provide disaster and recovery plans. Replaced the Manager of Information Services with this comprehensive service.

Realized an annual savings of $50,000. Employees initially resisted the change due to their relationship with the manager; however, employees soon welcomed the decision as the computer network ran more rapidly and efficiently.

Accounting system was outdated and team consistently had issues with running the software. Company needed a new system, but it was imperative to minimize system down time while converting all information to a new, cost-effective system without compromising data integrity.

Worked closely with the Controller in researching new systems that would support business priorities and match organizational requirements, such as the ability to record income and expenses, and report income and expenses by department. Researched many different systems and determined that a custom-designed, UNIX-based system was the appropriate choice.

Actions resulted in an unprofitable business segment increasing revenues 25%, allowing them to be a profitable contributor to the business. The new system also allowed monitoring and better management of resource allocation within all segments of the business. Enhanced reporting capabilities allowed the company to analyze various business and market trends over the last 15 years, making the company more responsive and flexible in maintaining a strong profitability model.

Company was looking for diverse sources of revenue to complement existing consulting services. Performed a business analysis and identified potential source of new revenue with a service bureau vendor. After researching pricing models of similar service bureaus, determined a price structure that would benefit the company, service bureau and nonprofit client, but the executive team was not meeting the timelines required to make the project successful.

Directed project negotiations and had a signed contract within two weeks. Formed a collaborative partnership with a new vendor that would service the company's clients in the manner in which the company built its reputation. Contract was projected to realize $500,000 in new revenue that could be applied directly to the bottom line, and the company is still realizing revenue from this contract.

Company owned a subsidiary in Falls Church, VA: Cashiering & Management Services (CAMS). The president of CAMS approached company owners and offered to purchase the subsidiary from them. Since the company owned CAMS (a cashiering and caging operation) and CAMS processed the donations received by many of the company's clients, there was a perceived conflict of interest by some of the clientele.

Collaborated with company Treasurer to evaluate whether or not the subsidiary should be sold. Analyzed future projected revenue and weighed it against the sales price offered. Worked with the corporate attorney to draft the deal and presented it to CAMS.

Based on the analysis, sale of the company would result in $75,000 more in revenue than future earnings would provide. Therefore, the decision was made to sell CAMS. The deal was accepted and the company sold. With the sale of this subsidiary, the issue of a conflict of interest was no longer present. In addition, three years after the sale CAMS filed for bankruptcy.

At the last minute, learned from software vendor that accounting system was not Y2K compatible. In order to make the system compliant, needed to update both the hardware and software for this system. Quickly evaluated whether it would be more cost efficient to upgrade, or research and purchase a new system that would meet the company's reporting needs.

Old system was outdated and UNIX-based, and would continue to have problems due to scarcity of resources. It was a custom installation in 1990, and both technology and company workflow had evolved since its inception. Determined the best interest of the company was to purchase an updated, more comprehensive system. Within a six-month period, researched and identified the most appropriate system and implemented it.

Realized $25,000 savings by purchasing this new system rather than upgrading the hardware and software of the old system. In addition, many resources were available to support the new system, if necessary. Working diligently on the conversion, the company was processing on new MAS90 system by January 1, 2000 without any interruptions.

All personnel and leave records for the company were kept manually, which was extremely time intensive and burdensome. Management wanted to find a computerized human resources system to streamline the process.

Consulted with the Office Manager to identify a product that would meet the company's needs of keeping electronic personnel files, as well as to record and track various leave balances. Identified the appropriate software (ABRA) and implemented its usage.

New system decreased record-keeping time by 50% and ensured personnel record compliance with federal regulations by providing a checklist of required documents. In addition, leave accrual data was more accurate and easily accessible. The company is still utilizing the ABRA system today.

At the end of 2004, company was losing client business and projecting a year-end net loss. Without the potential of adding new business in the near future, the necessity of reallocating resources and laying off some of the employees became clear. It was important to cut salary costs without compromising the ability to service the remaining clientele.

All employees were aware of the situation and feeling uneasy. Once downsizing selections were made, management team needed to deal with the anger and uncertainty of remaining employees. Led a small committee to analyze company resources and assess the strengths and abilities of each employee. Designed a plan that would reduce salary expense without compromising the level of client service. Devised a communication plan to explain decisions to all employees and field any concerns.

Reduced salary expense by $215,000. Assisted some employees with outplacement services, which allowed the employee continued employment and the company a reduction in expenses.

Company's overhead expenses were excessive in relation to revenues. Needed to identify and analyze expense reduction options to achieve the projected profitability. No procedures were in place to systematically review expenses.

Examined company operations and outlined various areas to reduce or streamline costs. Instituted procedure to review expenses on a quarterly basis to ensure alignment with the company's objectives.

Actions reduced overhead expenses by 15% within a 12-month period. Telecommunications expenses were renegotiated, resulting in a 50% cost reduction. Renegotiated other leases and required Office Manager to research office supply companies.

The owner of a small list broker in Vermont wished to expand business capabilities to incorporate a more profitable revenue stream. Although the firm employs several people, there was no capacity for additional work. Furthermore, the owner had steadfast ideas about how the business should operate.

Evaluated the current business model and assessed current employees' capabilities. Identified several areas in which employees were duplicating efforts. Developed a plan that would streamline the company’s operations.

Owner accepted the plan, and its implementation resulted in securing a $250,000 new client. Eliminating duplicate efforts allowed employees more time for other projects. Based on this reallocation of resources, the company was able to obtain more new business.

President wanted to move from company-owned building (a campus-like setting) in Falls Church, VA to more professional office space. One of the challenges was to coordinate many factors of this transaction: sell the current building, identify new professional office space that was affordable, negotiate new lease and coordinate the move.

Hired a commercial real estate company to work both ends of the contract. Once a buyer was located, and new space found, employed a move coordinator to assist the process. Identified a buyer for building in Falls Church earlier than the projected move date to the new office space. New owner of the building allowed the company to lease the space back for four months to allow time to finish build-out of the new space.

Achieved $1 million dollar profit on sale of the building. Started moving into the new office space on a Friday afternoon and finished by Sunday morning. When everyone arrived at work on Monday morning, all systems were running with very few problems.

As company's client base was nonprofit, it was important that the clients see the company as committed to issues and improving the community. It was also vital that the direct response community see the company as a leader in its field. Many organizations requested contributions and/or involvement, and the company had to assess which organizations to support.

Company assessed each organization that requested support and chose one: Training Futures, a nonprofit in Northern Virginia that provides office skills training to unemployed/underemployed individuals through a 22-week program in which two weeks are onsite office training. 93% of students graduate from this program and 91% of the graduates obtain higher paying employment.

Acted as corporate representative to Training Futures, and instituted program through which students performed their two-week internship in the company’s administrative department. In addition, implemented initiative to sponsor graduation breakfasts to recognize and celebrate the students' accomplishments.