Angela Fall

• Built strong relationships across multiple departments including clinical, operations and front-line staff to ensure seamless transition of new residents moving into the community.
• Played a key role in the communities growth from low-occupancy to nearly 100%, and have maintained an occupancy of over 90% since September of 2021.
• At several points since 2021, our community has been number one in occupancy for all of Bridge Senior Living's portfolio.
• Delivered presentations at industry events and networking events to showcase community and generate interest from potential customers and referral partners.
• Used critical thinking and sales skills to convert prospective callers into tours, then further into a move-in with a conversion ratio of 50%. This involves listening, empathizing, understanding short-term and long-term needs to break down objections, propose solutions and help families make decisions on next steps.
• Worked flexible hours when needed - including nights, weekends, and holidays shifts - to ensure the demands of community were met. This involved sometimes working in other departments.
• Committed to continual improvement, and cultivated interpersonal skills by building positive relationships with others.
• Self-motivated, with a strong sense of personal responsibility.

As the Community Sales Manager, my primary goal was to drive occupancy to 100%, build relationships with prospects and their families to meet community sales goals. During my time with Hawthorn, I worked in two of buildings (Birchwoods at Canco Assisted Living and Ashton Gardens Independent Living. During my time with Hawthorn, I moved-in more than 80 residents. In our Assisted Living property, from March 2019 through October 2019, I took the community from 25 vacant units to six vacant units and ended the year as the number one CSM.

In my role at Ashton Gardens from January 2020 to March 2021, I helped drive occupancy from 93% to 98% in my first two months working in the building. It was my responsibility to work with all new and existing prospects by progressing the prospect from their current location (home, competitor, etc.) into our community. Through relationship building, creative follow-up, and making the resident feel, as a team we were able to maintain our high occupancy and in the top 10 in the company for occupancy.

I've always prided myself on my relationship building sales style, and in this setting, where we must empathize with our prospects, it suited me well. I was also responsible for contributing to our online/social media presence and marketing our community through visits to industry professionals, events, trade shows and networking groups.

As the first employee of The Portland Masonic, it was my responsibility to establish the venue as a prominent event venue in the Portland market. In my first year, I quadrupled revenue and revamped the website and pricing structure to make the business more profitable. I was responsible for maintaining and producing reports for our Leadership Board that I met with weekly, attended networking meetings to build professional relationships, implemented action-items to help grow venue - new types of events, weekly open houses, etc. I routinely kept a schedule of site-tours and one-on-one meetings to generate awareness of the venue in a saturated market. I worked closely with our exclusive catering and beverage partners: Blue Elephant Events and Catering, and Dogfish Bar to ensure clients had an event that exceeded their expectations. I was a part of the process from the clients initial inquiry through the booking, and the execution of the event itself. In conjunction with the Blue Elephant Events team, I worked with Leadership Committee to create, plan and execute internal, events put on by venue. We worked together to bring in new clients onsite - both corporate and social - with the goal of event bookings.

Additionally, I managed HR duties, volunteered to participate on and act as committee chairs for nonprofit events at the venue, and worked with local universities, with the hope of retaining college graduates in Maine workforce.

As the General Manager, I started under Party Plus in June of 2015, and in March of 2016, I helped re-brand the company under new ownership as Savvy Event Rental. During this time, I managed the sales and operations of the company, which included over 20 employees. During the busy wedding season, I often working 60+ hours a week to ensure our deliveries were made to our clients & delivered accurately to meet and exceed their event needs. In addition to the running the company under a silent owner, I worked tirelessly to develop relationships with local wedding vendors to grow business, ensuring a profitable business under new ownership.

During this time (March 2016 - September 2016), as a company we increased revenue by $175,000 to bring our revenue from a steady $850,000 to over $1 million dollars in its first seven months under new ownership.

I directly reported to the owner while maintaining sales and operations functions, managed a sales team of two and an operations team of over 15, managed new and existing relationships with industry professionals, through networking, planned and designed styled photo shoots which were published in local and national magazines, and managed administrative & HR functions such as billing, payroll, and accounting.