CHRISTY C. MERRITT

Direct oversight for 16 Legend Communities in the state of Oklahoma.

• Increased NOI Q3 to Q4
• Increased Occupancy Q3 to Q4
• Expense Reduction Q3 to Q4
• Increased brand awareness and compliance
• Recruited and filled key leader openings

• Maintain occupancy above 87%
• Oversee communities in California and Nevada
• Hired and managed employees to maximize productivity while training staff on best practices and protocol.
• RCFE Class Completion
• Generated and implemented business strategies to increase revenue while executing operational base development.
• Determined performance goals and offered tactics for achieving milestones.
• Assisted sales team with development of aggressive sales strategies to achieve sustained market growth.

• Manage portfolio of 14 assisted living and memory care facilities in the Phoenix east valley
• Direct of oversight, training, and coaching of Executive Directors in the region
• Partnership with District Director of Marketing to drive sales and revenue
• Ensure resident services conform with state and company standardization
• Monitored outcome measures, program outcomes and performance improvement.
• Monitor financial forecasts and implement necessary cost reduction and improvement
• Oversight of District Clinical team
• Accomplished leader, skilled at maximizing employees skills and knowledge, to achieve highest performance goals.
• Developed highly effective working relationships with other departments by being positive and constructive leader.

• Responsible for day to day operation of three assisted living and memory care communities
• Develop, implement, and adhere to annual financial plans
• Monthly plan reviews to proactively adjust to downtrends or uptrends in sales
• Meet and exceed occupancy goals
• Consistency in branding
• Marketing strategies and implementation
• Regulation oversight
• Creating a team centric culture and a positive work environment
• Cultivate a customer service driven environment that allows our residents to have excellent care
• Service agreement addendums and adjustments
• Recruitment and hiring

• New account development
• Relationship building
• Market share growth
• Develop and implement marketing strategies
• Recruitment and hiring

• Achieved $8,000,000 inventory reduction
• Increased profitability by $4,5000, 000
• Restructured all departments and streamlined processes which resulted in overhead reduction of $1,100,000
• Lead and mentor a team of over 40
• Instrumental in selecting and launching new website and web platform
• Implemented new communication processes and SOP that lead to more collaboration and increased productivity across all channels
• Integral part of Chicago transition and rebranding