Sentences with phrase «center board of managers»

He served five years on the Flint Community Schools Board of Education, including two years as board president, and four years on the Hurley Medical Center Board of Managers.

Not exact matches

«The boards you had were managers themselves and their friends,» said Charles Elson, finance professor and director of the John L. Weinberg Center for Corporate Governance at the University of Delaware.

Returning Board Members: Tony Lessmeister, Manager / Integration & Configuration Center, Forsythe Technology, Inc., Skokie, Illinois, Chair of the State and Chapter Regional Council; Peter J. Shuler, Manager, Crowe Horwath LLP, Columbus, Ohio, Chair of the Advisory Committees Chairs Council.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

The cuts will be across the board, including nurses, managers and staff at both the Loyola University Medical Center and the Loyola University Chicago Stritch School of Medicine.

«LMDC's mission as the custodian of the World Trade Center site's master plan remains critical,» said spokesman Errol Cockfield, citing the board's recent funding of «pedestrian managers» along busy West Street.

Activist and Author David Mixner Freedom to Marry Executive Director Evan Wolfson Gay and Lesbian Alliance Against Defamation President Jarrett Barrios Board Chair of the Empire State Pride Agenda Frank Selvaggi Human Rights Campaign New York Marriage Director Brian Ellner Former Chief of Staff to Minority Leader Dick Gephardt and Deputy Campaign Manager to John Kerry for President Steve Elmendorf Senior Vice President for External Affairs at the Center for American Progress Winnie Stachelberg Democratic National Committee Treasurer Andy Tobias Former Clinton White House Advisor Richard Socarides Academy Award Winning Producer and AFER Board Member Bruce Cohen Gill Action Fund Executive Director Patrick Guerrero Gill Action Fund Deputy Executive Director Bill Smith

Choose Position Administrator Biomedical Engineer Cardiologist CEO / CFO / COO Chief Biomedical Engineer Chief Medical Officer / Medical Director Chief of Staff Chief of Surgery CIO Clinical Engineer Director / Manager Information Systems Director / Manager of Radiology / Imaging Svcs Director / Manager Technical Services Director of Nursing Director, Surgical Services Educator Hospital Board Member Imaging Center Administrator Material Manager Medical Director Nuclear Medicine Physician Nurse Operating Room Director / Supervisor Orthopedist PACS / RIS Administrator Pharmacist Physician - Other President PR / Media Purchasing Director / Manager Radiologist Radiology Administrator Surgeon Technician Other

Prior to joining the Charter Center, Erik was the Director of City Legislation for the New York City Department of Consumer Affairs, Legislative Director to Council Member Diana Reyna, Campaign Manager to former Council Member Melinda Katz in her race for Comptroller, and Director of Candidate Services at the Campaign Finance Board and Director of Lobbying and Grassroots Organizing for Common Cause / NY.

National Coalition for Core Arts Standards Media Arts Committee Leadership Richard W. Burrows, National Coalition for Core Arts Standards Media Arts Committee Co-Chair, Newark (New Jersey) Public Schools, Special Assistant / Arts Dr. Pam Paulson, National Coalition for Core Arts Standards Media Arts Committee Co-chair, Perpich Center for Arts Education Minnesota Dr. Amy Jensen, Department Chair, Theatre and Media Arts Department, Brigham Young University Marcia McCaffrey, President, State Education Agency Directors of Arts Education, New Hampshire Department of Education Dr. Nancy Rubino, Senior Director, Office of Academic Initiatives, The College Board Ms. Cory Wilkerson, State Education Agency Directors of Arts Education, Project Manager

Speakers include Joe Harris, Director, College and Career Readiness and Success Center at AIR; Jennifer Brown Lerner, Senior Director, American Youth Policy Forum; Melinda Mechur Karp, Senior Research Associate, Community College Research Center, Teachers College, Columbia University; Louisa Erickson, Program Administrator, Basic Skills, Washington State Board for Technical and Community College; Thomas Acampora, Field Manager, Center for Social Organization of Schools at Johns Hopkins University.

Wanda Lyle, Managing Director, General Manager of UBS Business Solution Center — Nashville, currently serves as chair of the 2017 - 2018 Board of Directors.

Speakers include Jennifer Brown Lerner, Senior Director, American Youth Policy Forum; Melinda Mechur Karp, Senior Research Associate, Community College Research Center, Teachers College, Columbia University; Louisa Erickson, Program Administrator, Basic Skills, Washington State Board for Technical and Community College; Thomas Acampora, Field Manager, Center for Social Organization of Schools at Johns Hopkins University; and Joe Harris, Director, College and Career Readiness and Success Center at AIR.

Galen has been a personal trainer at a rock wall, textbook store manager, board member of a science center, director of an after - school YMCA childcare program, and AmeriCorps construction crew leader with Habitat for Humanity.

The trustees who resigned include Epstein, a real estate manager and longtime board member; Vachher, an investment banker; architect François De Menil; Vassar College president Catharine Hill; and Daniel Libeskind, architect of the World Trade Center redevelopment.

2016 - Board Member, Monhegan Artists» Residency, Maine 2010 - Nonprofit Management Consultant, EKN Consulting, Rockland, Maine 2008 - 10 General Manager, Center for Furniture Craftsmanship, Rockport, Maine 2007 - 08 Director of Development, Center for Maine Contemporary Art, Rockport, Maine 2004 - 06 Managing Director, Gotham Chamber Opera, New York, New York 2001 - 04 Associate Director, San Francisco Contemporary Music Players, San Francisco, California

Woolard is a lecturer at the School of Visual Arts and the New School, a project manager at the worker - owned design firmCoLab.coop and is a member of the board of the Schumacher Center for a New Economics.

The work environment is the air traffic control center which is located within airports, and the flight control manager works in cooperation with the crew on board of the aircrafts to ensure a rapid and smooth flow of the traffic.

Worked as a Staff Instructor at Capital Health Systems, Trenton, NJ; Private Consultant at Deloitte Consulting, Nycomed Amerham, Bristol Myers Squibb & Worldwide Medical Services; A / R Supervisor / Trainer, Accounts Manager, Medical Coordinator, Training Manager & Assistant Director at John O Wilson Center, Location; Home Instructor & Long Term Sub at Board of Education, Trenton, NJ; Instructor & Program Acceptance Facilitator at Mercer County Community College, Trenton, NJ; Community Relations Liaison, Program Development Specialist & Marketing / Sales Associate at Garden State Health Plan, State of New Jersey, Trenton, NJ

Hershey Entertainment and Resorts Company, Hershey, PA VICE-PRESIDENT OF SALES 2004 - 2009 Functioned as Senior Officer in conjunction with six VPs including finance, general counsel, human resources, marketing, entertainment division, and resort division Directed sales and marketing operations of three divisions involving two hotels, theme park, 10,000 seat arena, corporate sponsorships, hockey sales and luxury suites, and premium / club seating Reported directly to the CEO and collaborate with core operational departments Designed sales compensation commission plan for each division Administered and streamlined annual budget process for sales divisions Evaluated, reviewed, and monitored capital budgets and projects Executed company - wide site inspection form and procedures ensuring consistent management of clients; implement sales training program for all sales managers Key Accomplishments: Successfully achieved record revenue for each sales division from 2005 to 2007 with annual sales revenue of $ 350 million and more than $ 300 million in invested capital Integrated and improved sales call center facilitating one stop shopping for the customers Played a key role in the launching of marketing partnership with Air Marketing Instituted advisory boards for all divisions with focus groups on key feeder markets Successfully created the first North American MPI Chapter in more than 5 years, Mid-Penn MOF SALES 2004 - 2009 Functioned as Senior Officer in conjunction with six VPs including finance, general counsel, human resources, marketing, entertainment division, and resort division Directed sales and marketing operations of three divisions involving two hotels, theme park, 10,000 seat arena, corporate sponsorships, hockey sales and luxury suites, and premium / club seating Reported directly to the CEO and collaborate with core operational departments Designed sales compensation commission plan for each division Administered and streamlined annual budget process for sales divisions Evaluated, reviewed, and monitored capital budgets and projects Executed company - wide site inspection form and procedures ensuring consistent management of clients; implement sales training program for all sales managers Key Accomplishments: Successfully achieved record revenue for each sales division from 2005 to 2007 with annual sales revenue of $ 350 million and more than $ 300 million in invested capital Integrated and improved sales call center facilitating one stop shopping for the customers Played a key role in the launching of marketing partnership with Air Marketing Instituted advisory boards for all divisions with focus groups on key feeder markets Successfully created the first North American MPI Chapter in more than 5 years, Mid-Penn Mof three divisions involving two hotels, theme park, 10,000 seat arena, corporate sponsorships, hockey sales and luxury suites, and premium / club seating Reported directly to the CEO and collaborate with core operational departments Designed sales compensation commission plan for each division Administered and streamlined annual budget process for sales divisions Evaluated, reviewed, and monitored capital budgets and projects Executed company - wide site inspection form and procedures ensuring consistent management of clients; implement sales training program for all sales managers Key Accomplishments: Successfully achieved record revenue for each sales division from 2005 to 2007 with annual sales revenue of $ 350 million and more than $ 300 million in invested capital Integrated and improved sales call center facilitating one stop shopping for the customers Played a key role in the launching of marketing partnership with Air Marketing Instituted advisory boards for all divisions with focus groups on key feeder markets Successfully created the first North American MPI Chapter in more than 5 years, Mid-Penn Mof clients; implement sales training program for all sales managers Key Accomplishments: Successfully achieved record revenue for each sales division from 2005 to 2007 with annual sales revenue of $ 350 million and more than $ 300 million in invested capital Integrated and improved sales call center facilitating one stop shopping for the customers Played a key role in the launching of marketing partnership with Air Marketing Instituted advisory boards for all divisions with focus groups on key feeder markets Successfully created the first North American MPI Chapter in more than 5 years, Mid-Penn Mof $ 350 million and more than $ 300 million in invested capital Integrated and improved sales call center facilitating one stop shopping for the customers Played a key role in the launching of marketing partnership with Air Marketing Instituted advisory boards for all divisions with focus groups on key feeder markets Successfully created the first North American MPI Chapter in more than 5 years, Mid-Penn Mof marketing partnership with Air Marketing Instituted advisory boards for all divisions with focus groups on key feeder markets Successfully created the first North American MPI Chapter in more than 5 years, Mid-Penn MPI

Professional Experience Marine Corps Network Operations Security Center (Quantico, VA) 12/2008 — Present Information Technology Project Manager • Serve as Project Manager responsible for Network Enterprise Services strategic plans and process development • Tasked with the engineering and design of enterprise services for the largest IT project facing the Marine Corps • Oversee project acceptance, manage third party contractor relations, identify requirement gaps, evaluate integration requirements, document solutions, and facilitate the turnover to the operations group • Administer email messaging system, active directory infrastructure, storage area networks, and virtual server infrastructure • Additional systems of responsibility include DMS (Defense Messaging System), DAR (Data at Rest, Guardian Edge's enterprise encryption), HBSS (Host Based Security System), MOSS 2003/2007 (Microsoft SharePoint), SCOM (System Center Operations Manager, Enterprise Event Monitoring) • Provide full time Tier II & III Help Desk Support for the ~ 50,000 users in both the classified and unclassified networks • Directly manage subordinate IT supervisors determining workflow and ensuring efficient and effective operations • Serve as a member of external boards, committees and working groups representing the USMC and the MCNOSC • Champion the MCNOSC's adoption of the ITIL (Information Technology Infrastructure Library) processes, implement the MCNOSC's Change Management Process, and establish the first enterprise level Change Management Approval Board • Serve as Project Manager during the Marine Corps first implementation of HBSS on the classified and unclassified networks • Responsible for the Marine Corps» Network Consolidation of the SIPRNet involving the collapsing over 36 separate Active Directory Domains into one forest and a single domain structure and the migration of over 300 servers and every workstation on the USMC SIPRNet

The city's initial moves to rail were far from painless, says Michael Campbell, manager of the Dallas City Center office for Keller Williams Realty, who was a member of the DART board for six years.

It's taken a bit of time, but the very first client of RealPage Contact Center has come on board for a comprehensive «stack» of RealPage software, looking to improve productivity top to bottom and give managers -LSB-...]