Executive Higher Education Administrator specializing in operations, finance, and enrollment management
Baltimore, MDChief of Staff, Office of the President29 years experienceExecutiveHigher EducationEducation AdministrationLegal Education
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About
Higher-education operations leader (Assistant Dean at Howard University School of Business; inaugural Associate VP of Student Affairs/Enrollment Management at University of the District of Columbia) known for rebuilding and modernizing internal operations under constraint. Delivered measurable results including sustaining fiscal integrity across three budget cycles post-staff reduction and improving admissions throughput (+25% applications, 50% faster decisions) through process re-engineering, automation, and cross-functional governance.
Experience
Chief of Staff, Office of the PresidentCoppin State University
Assistant Dean, School of LawHoward University
Adjunct Faculty, School of BusinessHoward University
Assistant Dean, School of BusinessHoward University
Director, Administration, School of BusinessHoward University
Associate Vice President, Student Affairs, Enrollment ManagementUniversity of the District of Columbia
Adjunct Faculty, School of BusinessUniversity of the District of Columbia
Assistant Dean for Student Services, School of Business and Public Administration (SBPA)University of the District of Columbia
Adjunct FacultyThe Art Institute of Washington
Senior Educational ManagerThe College Board
Interim Director, Admission, Enrollment ManagementHoward University
Director, Administrative Operations, Enrollment ManagementHoward University
Education
Howard Universitydoctorate, Higher Education Leadership & Policy Studies
Howard Universitymaster, Business Management
Howard Universitybachelor, History
Key Strengths
Re-engineered School of Business operations after 25% staff reduction while maintaining service quality
Implemented zero-based budgeting and maintained fiscal integrity across three consecutive budget cycles
Built cross-functional workflows and accountability dashboards to improve transparency and communication
Led inclusive stakeholder buy-in process (listening sessions, co-design working group) that improved morale and cohesion
Diagnoses inefficiencies using combined quantitative metrics + qualitative stakeholder input and process mapping
Modernized admissions/financial aid operations with automation and clarified decision rights across campuses
Drove measurable enrollment ops outcomes: +25% application volume and 50% reduction in admission decision time
Effective mentor to non-operations executives using visual/interactive methods (storyboarding, prototyping) to build operational ownership
Balances part-time advisory work with clear scope, milestones, cadence, and reusable templates to avoid dependency
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