2002-2009:Examined and modified operational models and service lines/levels for processing & distributing mail volumes due to ongoing reductions in state appropriations; redefined print-shop production model to meet shifting customer needs due to budget reductions.
2002-2009:Redefined business / production models, as noted above, consistently met and/or exceeded budgetary or P/L goals.Reduced state budgets by > 30% from FY2007 through FY2009, while maintaining solid levels of revised service deliverables; the In-Plant operations yielded favorable P/L positions, despite considerable reductions in our clients’ budgets.
2009: Provided consulting services for University Services at the University of Texas-Austin; assessed operational and financial reporting characteristics.
2008: Provided an External Assessment of the Print & Mail Production Center, BYU.
2004:Participated on institutional committee to redesign the Institution’s brand (logo, signature series, paper types, etc.) and marketing message; implemented departmental measures to ensure compliance with institutional re-branding efforts.
2001:Developed and implemented a “Core Competency Program,” which indentified appropriate industry courses, workshops, conferences, etc., to obtain/supplement required skill sets for departmental positions.
2000-2009:Built university print buying program, managing staff efforts & serving as a designated University Buyer for the Print Industry commodities; efforts consistently yielded annual savings exceeding $250k while exceeding institutional Minority/Women-Owned involvement goals.
2000-2001:Evaluated institutional copier inventory, recommending a comprehensive enterprise-wide Copier Management Program; the program projected a 5-year savings exceeding $1.5m. Recommended usage of a competitive bidding model to the single largest School of the institution, resulting in annual savings exceeding $250,000 per year when the recommendations were implemented.
1999:Merged in-plant operations with the institutional mail services, forming a new department—Mail & Document Services (MDS).MDS consistently provides favorable profit/loss positions (increased revenue by > 46% in single-year), decreased personnel turnover (from > 25% to 0%), and increased customer satisfaction and loyalty levels (> 95% of customer base throughout the years).
1999:Analyzed and recommended a document management solution for use by another department, resulting in an initial savings of over $200k, increased system functionality and an accelerated deployment schedule. The system encompassed imaging, data capture, indexing and interfacing with legacy systems.
1998:Negotiated single, umbrella-style contract with the US Postal Service, covering the operations of 5-contract post offices spread across the universities’ campuses.The contract brought a 1500% increase in monthly payments, consistent & sound accounting practices, and uniform sales offerings throughout the system.
1997:Reorganized campus mail services, providing reliable & standard delivery services while expanding services by establishing an outgoing mail & fulfillment hub; efforts saved > $140k and generated > $150k in revenue in our initial year.
1995-1996:Participated on institutional “Planning and Budget” team, which redefined divisional planning and budgeting process and ultimately, led to a divisional reorganization into peer-managed “Planning Forums.”Initial team results included a reduction of $5.8m and increased inter-departmental communications.