Versatile and result driven executive with demonstrated success in meeting and exceeding the objectives of driving revenue, developing and implementing short term and long term strategic policies in marketing, sales, and real estate, and streamlining operations for startup, turnaround, and high growth organizations. Skilled communicator and leader with proven ability to forge strong business relationships and to motivate diverse, cross-functional teams to achieve company and personal business objectives in a fast-paced environment.

COMPANY	POSITION HELD	DATES WORKED
(Confidential)	(Confidential)	5/2006 - Present
Home Discovery	(Confidential)	5/2005 - 5/2006
Daniel M. Copeland Attorney at Law, P.A.	(Confidential)	3/2004 - 5/2005
Georgia Southern University	(Confidential)	5/2001 - 12/2003
Michigan State University	(Confidential)	7/2000 - 5/2001

SCHOOL	MAJOR	YEAR	DEGREE
St. Mary's University School of Law	Law	1999	Law Degree
University of North Carolina at Chapel Hill	Political Science	1995	Bachelor Degree

Highlights:

Companies I like:

Marriott Vacation Club International, Hilton Grand Vacation Club, Wyndham Worldwide

Business Development
Strategic Planning
Reporting
Balance Sheet Responsibility
Microsoft Office
Presentation Skills
Design Organizational Process
Business Analysis
Sales Interpretation
P&L responsibilities
Presentation
Ecommerce Strategy and digital marketing channels optimization - SEO, SEM, email, affiliates - for high-profile accounts.
Technology Solutions
Sales Support
Software Implementation
Requirements Analysis & Specification
Leadership

• Management
• Real Estate
• Marketing
• Operations

Manage all title operations of residential real estate transactions in the Florida division. Motivate, develop, and direct a title staff of eight (8) employees in the preparation of title commitments, policies, real estate closing documents and resolution of title issues. Maintain strong business relations with the lending, sales, and closing departments. • Generated $1.3 million in title revenue in 2006. • Streamlined expenses incurred by excessive purchases, inflated equipment lease agreements, and administrative expenses. • Restructured the title operations division by reviewing and preparing position and performance objectives which allowed employees to work more efficiently and at optimal levels.