Jamee Thrush

• Led the US team through an $80M debt restructuring, stabilizing financials, and developed an exit strategy for the Varkey family while enhancing academic rigor and community engagement..
• Led US team through $80M Debt restructuring, stabilizing financials, and ensuring long-term viability. The strategy that reduced discounts by 50% and improved the net average rate by 30%.
• Retained teacher talent and rebuilt community trust with transparent communication, program development, and stabilizing the financial crisis.
• Led US team through $80M Debt restructuring, stabilizing financials, and ensuring long-term viability. The strategy that reduced discounts by 50% and improved the net average rate by 30%,
• Increased student NWEA scores across Math, Reading, and Science, improving academic outcomes.
• Expanded campus capabilities by adding Entrepreneurial Innovation and Social Impact (EIS), a dance studio, and a theater to enhance student engagement and premium offerings.
• Led various projects for the Varkey family concerning business development, ECE in the Middle East, and talent acquisition of American Superintendents and principals.

• Offer strategic advisory services to education-focused businesses, investors, and private equity.
• Utilize expertise gained from leading the largest early childhood education (ECE) provider in the U.S. (1,500 locations, 130,000 students, 2700 employees). One of a few people in the country to lead childcare in almost every state with a deep understanding of regulatory, grants, and education requirements, and the only brand with 97% of preschools NAEYC-accredited. Leverage my experience with creating playbooks for regional profitability, growing from 47% occupied to 78% and from 750K to 1.5B in my tenure.
• Assist clients with multi-site expansion, acquisitions, and regulatory and operational efficiencies.
• Create scalable business models for entering new markets while ensuring profitability.
• Utilize expertise gained from leading the most extensive early childhood education (ECE) provider in the U.S., including examples of Farm to Table catering, luxury Bridal diamonds, Family Entertainment businesses, small boutique, and lifestyle business.

• Improving occupancy from 47% to 78% and revenue from 750K to 1.5 B.4. Led organization in both roles with the highest employee and family engagement scores by Gallup.
• Developed a discipline approach to market financial improvement through deep analysis by RVP conducting large forum parent meetings, and staff town halls to recieve feedback, financial analysis with P&L, reveiw of all state programs, subsidy/grants, assess the quality of education, competition anaylisis, CRM tool analysis, School Director skill level to tour and sell the school, accreditations, credentials, and Quality State Standards evaluations, review licensing visits, student accident reports, and employee and student turn over results. Once these were assessed, the region team created a playbook for improvement, and we combined these as the tool for our performance appraisals, tied performance metrics, and bonus program to the results. Resulting in the first time in company history, all markets in all quality metrics.
• Established quality standards in Student enrollment/admissions, P&L management, EBIDTA improvement, Educational quality standards, and employee and family engagement.
• Mobilized the field to fully adopt all corporate initiatives, but streamlined the process with the Field Adoption team process and reduced initiatives from over 60 to 10 or fewer a year.
• Led transformational culture change, engaging families and employees, and achieving outstanding company awards by Gallup.
• Improving occupancy from 47% to 78% and revenue from 750K to 1.5 B.
• Drove record-high occupancy, revenue, and profitability for three consecutive great company awards by Gallup.
• Increased EBITDA by $100M, expanding profit margins from 9% to 13% within three years.
• Standardized operational models achieved 98% NAEYC accreditation, the highest in the world.
• Developed a 5-year growth plan for Greenfield, acquisitions, and optimizing financial performance with a good, better, best approach, and created a new labor model to improve staff retention and ability to grow enrollment.
• Launched a Customer Management System and Labor Scheduling Tool, streamlining operations.
• Established an Emergency Response Team, reducing regulatory risk exposure.

• Managed $250M in annual sales across 75-100 store locations.
• Achieved top 3 rankings nationwide for earnings, comp sales, and customer engagement.
• Launched the 'Hot Store Strategy', driving revenue growth in warm climate markets.
• Led company-wide training & onboarding programs, improving retention and leadership development.
• Recognized for excellence in community engagement by the Make-a-Wish Foundation.
• Recognized for excellence in community engagement by the Make-A-Wish Foundation.
• I received a company award for my mentorship and strategy for improving business acumen at all levels at Gap Brand. Developed and influenced change in Gap Brand by influencing peers to lead weekly margin walkthroughs and provide feedback to the home office on product, promotions, and regional placement of goods to improve results. I leveraged the work I had successfully done as the San Francisco District Manager for all three brands in the Outlet Division, where I became an influential and collaborative partner to the corporate office and merchants by building relationships, conducting weekly walk-throughs, and providing insight into customer feedback, product placement, and margin performance.

Hired, staffed, and merchandised new stores and mentored new store Managers

Traveled to LA twice a year to participate in new product and merchandise placement and product knowledge training. Returned to the District of 10 to teach and mentor others.

One of the stores in the Midwest became profitable by embracing the color studio cosmetics, which had the highest margins. Achieved this through leading the team to become product experts, and showcasing and making offer demos on weekends.

Generated 250,000 in revenue, doubling the small business owner's revenue and making the business profitable through impeccable customer service and supporting brides throughout the planning process.

Led business to offer a customer-centric full suite of rental options for the entire Bridal party, including the mother of the bride, bridesmaids, groomsman, flower girl, ring bearer, decorations, and event planning rental

Grew Designer Bridal and Pageant gown business by 30%, with the highest margin business by influencing the owner to let me be the designer dress purchaser and offer full rental