Jamie Ashley Cohen https://www.linkedin.com/in/jamie-ashley-cohen-46695aa

Cleveland, Ohio 44124 216-***-**** ad4q7e@r.postjobfree.com

Operations Director / Executive Director – CAO / Sales Specialist/ Turn Around Specialist

Program Administration / Strategic Planning / Budgets / Metrics / Cost Controls / Marketing / Revenue Growth / Non-Profit / Fundraising / Grant Writing / Best Practices / Community Outreach / CRM Contracts / Inventory Control / Team Building / Quality Management / Empowerment /Sales / Occupancy Growth / Brand Recognition

Wide-ranging, mission-driven leader and manager, with accomplishments in non-profit and commercial environments. Proven record of excellence in program development and administration. Manage cross-functional teams to support decision-making and guide process improvement. Recognized for teaming with senior management and boards to develop and communicate organizational vision.

Can deliver immediate results by:

Building rapport with the client community, executives and third-party organizations

Spearheading successful fund-raising programs and grant submissions

Maximizing productivity and best practices to deliver superior results

Consistently surpassing ambitious productivity and sales goals

Analyzing process and workflows to create streamlined procedures

Leading by example and empowering a diverse constituency

Resolving customer service issues and delivering open and honest lines of communication

Education

Earned a Bachelor of Science degree in Business Administration, Minor in International Business from The Ohio State University.

Career History and Selected Accomplishments

Lyndhurst Animal Clinic, Practice Manager, 02/2023-present. Hired to build a positive culture built on shared values and direct communication.

Managing Operations. Creating operational efficiencies, and problem solving to improve client service and team member engagement. This position provides strategic and tactical leadership, counsel, and direction to the team at the clinic to ensure safe, efficient, and ethical patient care.

Provide Growth. Identifies and helps to develop growth opportunities, monitors performance, and implements strategies that align with Thrive Mission and Values.

Ambassador. Serve as ambassador of Thrive culture and leads the team by embracing the Core Values of being Trustworthy, Supportive, Empathetic and Collaborative.

HNI, Post-Acute Program Director, 05/2022-01/2023. Hired to revamp the Department and broaden the reach of HNI in the post-acute living space.

Evaluating Facilities. Started with 30 current area SNFs, expanded to 37 within a short space of time. Responsible for managing gain/share in the marketplace to support the patients our hospitalists see on the acute side. Creating an alignment of care from the hospital to the SNF. Providing better outcomes in the vein of shorter length of stays, and better metrics regarding patient care.

Manages business operations of each practice assigned in accordance with organizational goals and objectives. Manage provider resources and allocations to ensure optimal staffing, including monitoring and participating in the clinical and administrative recruiting process to identify qualified candidates and ongoing review of staffing needs.

Accountability. Held accountable for overall P&L performance; including the development of program-specific budgets, identifying and understanding the impact of financial variances, reporting financial performance to key stakeholders, and implementing strategies to improve performance.

AdvaCare Systems, Operations Manager, 02/2021-05/2022. Hired to run the company’s 2nd biggest nationwide warehouse.

Evaluate Staff and replace as needed. Ensure that I am hiring the right people for the right positions. Eliminate staff that are grossly underperforming. Replace with appropriate team members in order to increase order volume and customer satisfaction.

Examine Workflows. Ran downtown Cleveland warehouse along with Youngstown warehouse, while securing an additional warehouse in the greater Akron area. Studied the relationship between the two established warehouses to ensure all inventory is properly accounted for, repaired, ordered, etc. Constantly strategizing process improvements to create a finely tuned warehouse. Redesigned the entire warehouse to ensure we are meeting appropriate standards regarding clean, dirty and equipment in need of repair.

Managed Dispatch Team. The Cleveland warehouse is the only one that has its own dispatch department. Created a sense of unity within the team. Created programming to align dispatch and the team of drivers. Integrated the two teams into a cohesive partnership to reduce and hopefully eliminate service failures.

Contracted Consultant, J.A.C. Consulting, 07/2019-02/2021. Providing my services as a turn around specialist to communities on a contract basis.

Interim Community Sales Manager, Hawthorn Retirement Group, 3-month engagement. Hired to come into the Mentor Independent Living to sell the community and fill the building. Duties include marketing, networking all in an effort to achieve 100% occupancy and a waitlist for backfill.

Interim Executive Director / Administrator, Eclipse Senior Living, 9-month engagement. Hired as a turn-around specialist. Brought in to rehab the image of the community. Challenged with hiring a new team of directors and filling the building and achieving compliance for state, federal and department of health regulations.

Interim Executive Director / Administrator, Milestone Retirement Communities, 9-month engagement. Hired as an Interim Executive Director to begin identifying ways to drive census and turn around the budget to make the community profitable.

Increased Services to Residents. Solidified relationship with medical Director. Brought in a Psychiatrist to function like the Medical Director to provide in house services to resident population.

Identified and Partnered with Better Care Partners in the Market. Determined that on-site therapy provider was billing resident as outpatient, as they are not licensed for in-home care. Brought in a Therapy partner who is paired with a placement agency to bring residents into the building. Introduced SeniorWell, Eldercare Professionals of Ohio and Orkin to the community. Cut ties with previous providers. New companies provide higher satisfaction and well- being for the resident population. Additionally, this saved money monthly.

Interviewed and Hired Producing Department Heads. Instigated a SWAT analysis of current staff, most crucially, the department heads. Coached up staff that is performing. Coached out and replaced non-performers.

Executive Director / Administrator, Capital Senior Living, Inc., 3/17-7/19. Started running The Residence of Chardon and then was promoted to run a larger property; Harbor Court, Assisted Living and Memory Care.

Turned-around staff. Did a complete revamp of the entire Nursing Department. Hired all new Nurse Managers and an RN. Implemented multiple new policies to streamline department operations.

New Staff Directors. Hired a new Marketing Director, Wellness Director and Activities Director to provide better care, higher quality and more targeted activities and to better promote our establishment.

Improved Census and NOI. Identified cost savings strategies to increase NOI and with the help of the Marketing Director, vastly improved building census. This approach removed the community from the corporation’s challenged community list.

Turned-around staff. The Residence of Chardon had ineffective staffers in Department head level positions who I coached into resigning. Then staffed these positions with performers (Director of Nursing and Director of Maintenance). Turned 10+ empty rooms with substantial maintenance needs into tour ready in a matter of months.

Successfully Marketed the building. Developed key relationships in the county and did strategic co-sponsored marketing events. Planned very low-cost events that turned into apartments sold. Filled the building in under eight months, accounting for natural attrition in the winter months.

Improved Building and Reduced NOI. Identified opportunities for cost savings at every level of operation. Also, used this opportunity and proper planning to make upgrades to the building interior and exterior, and to resident rooms.

Executive Director / Administrator, Senior Silverado Living, Inc. 8/2015-7/2017. Recruited to direct operations of a Silverado At Home branch, including planning sales and marketing efforts, managing budgets and payroll. Duties included hiring/training field staff and incorporating best practices, to ensure quality delivery of residential care giving.

Turned-around service and performance metrics. Silverado Home Care branch in Los Angeles lacked pro-active guidance and staff cohesion. Identified customer service and associate morale as areas for improvement. Developed new field operations processes and systems. Cut staff turnover and improved productivity scores, consistently exceeding work hours utilization goals.

Cut operational costs, focusing field staff on sales programs. Review of staff performance pinpointed unproductive life-care manager position. Incumbent’s inability to meet sales goals precluded positive ROI on salary. Eliminated position, saving office $80K annually.

Successfully re-invented agency image. LA At-Home relationships with five Silverado Communities faced difficult challenges. Initiated program to change the conversation. Developed rapport with community management staff, promoting agency staff skills as care providers. With positive performance results, Agency became sole-source for one-on-one care employees at Silverado’s LA facilities.

Director, Active Adult & Senior Services, The Mandel Jewish Community Center, 2010-2015. Managed comprehensive adult and senior programs for the East Side of Cleveland, OH. Responsibilities included finance, marketing, coordinating transportation, dietary and nutrition protocols, grant development and donation/foundation services. Directed dietary services and program administration staff of seven.

Overcame funding cuts for specialty meals. Mandel Jewish Community Center (JCC) faced funding cuts from County, affecting ability to serve kosher food. Developed and presented case to the Jewish Federation, successfully securing additional annual moneys to support shortfalls from the county.

Authored successful grant proposals, securing additional county funds. JCC sought to secure additional grants for three-pronged county program, supporting meals, transportation and member programs. Wrote successful grant proposals for county support of all areas, where in prior years only meals and transportation were budgeted, saving JCC $50K annually.

Negotiated new transportation contract for Mandel JCC. Company providing transportation for JCC Seniors was costly and failed to meet program needs. Entered into negotiations with new company. Signed contract, saving 12% annually, with newer and safer vehicles. Enabled Center to provide additional transportation to a wider audience as new contractor operated a larger fleet.

Aligned and expanded revenue-generating adult programs. Determined that Baby Boomers in community were underserved. Refined adult programs using demographic analysis to maximize community participation and increase income for Center. Expanded program services, increasing Baby Boomer participation.

Honors and Associations

National Scholars Collegiate Society

Certified Dementia Practitioner

Jewish Federation Aging in Place Task Force

Jewish Federation Alzheimer’s Task Force

Northeast Ohio Mobility Coalition

Cuyahoga County Senior Services Network Steering Committee

Senior Living Council Member

Assisted Living Council Member

Member of PASS. ASA, ASNE, Eldercare Professionals of Ohio

Fear Free Level 3 Certification

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