Constitution Health Plaza

Health Care Industry

Concierge Program

Our Goal:

CHP was always invested in offering modern, premium services to its tenants and the community. By providing superb customer service to the public interacting with the building we knew that we would be able to attract and retain valued tenants / partners and reflect our ethos into the community. But where to begin? 

My Role:

As in-house Director of Marketing and Leasing for the building I was responsible for all public facing initiatives as well as business development. I was tasked with increasing the level of customer service within the building and creating a concierge program from scratch similar to Penn Medicine’s Red Coat Program. 

Our Results:

I reached out to contacts that I had made at Penn Medicine through my business development work and expressed our desire to create a similar concierge program. I was invited to come in and learn from the Red Coat Program leadership as well as shadow their staff for the day. My research at Penn coupled with my individual research on customer service practices, tools and methods, allowed me to create a customized concierge program within our building. I sourced educational materials for staff, created unique content such as universal phone and personal greetings and retrained a staff of 15 in new CHP customer service protocols. New protocols included AIDET (Acknowledge, Introduce, Duration, Explanation, Thank You) a health care communication methodology used across the continuum of care, proactive strategies to identify visitor needs and address them, and an advanced understanding of the building’s assets and amenities to educate and assist the public as needed. While at CHP I also continually monitored program success, addressed any concerns or challenges that our staff presented, and retrained and adjusted program content as needed. To this day the CHP Concierge program is an active integral part of the CHP customer experience.

Constitution Health Plaza

Health Care Industry

Intergenerational Program

Our Goal:

With an overarching goal to be the premier medical services facility in the area, CHP continually looked for ways to support their tenants and the local community. To champion this goal I creating the Intergenerational Program to increase beneficial services for multiple demographics present within the building, provide additional marketable services for our tenants, and demonstrate to potential tenants the added value we bring when partnering with us.

My Role:

As in-house Director of Marketing and Leasing, I was inspired to create this program after watching the documentary “Present Perfect” by Evan Briggs. CHP already had facilities for both elderly and young demographics and our tenants had staff qualified to care for each. I was responsible for attaining tenant buy-in, working with all stakeholders to create and support the program, monitoring its success, and facilitating organizational changes as necessary.

Our Results:

The CHP Intergenerational Program involved two CHP partners / tenants and myself including executive stakeholders from each business and an on staff occupational therapist. Collectively we devised curriculum, a program schedule, new program policies, and worked to overcome any administrative barriers such as acquiring the necessary participant releases. I researched and formed relationships with other local intergenerational practitioners such as the Penn State Intergenerational Program and Dr. Nancy Henkin Senior Fellow at Generations United and a national consultant in intergenerational practice, policy and research. These professionals generously provided support and resources for our program. The program included between 10 - 25 children and senior adults per session and sessions happened on a bi-weekly basis. 

Challenges included merging different corporate cultures between the participating organizations, maintaining employee enthusiasm as new employees joined the program after a turnover, and building consistent communication strategies between organizations. To improve upon and correct challenges I held in-person strategy meetings for all stakeholders, and communicated consistently via email to address daily maintenance tasks such as confirming scheduling, organizing educational themes between organizations, and addressing any needed curriculum changes. I attended each session, monitored progress and participant engagement, and offered support to all stakeholders to ensure success. The Intergenerational Program became a beloved service for all participants and continues to offer multigenerational activities providing meaningful participant connections and therapeutic benefits to this day. 

BUS STOP Boutique

Retail / Fashion Industry

New Internal Systems

Our Goal:

BUS STOP had plans to expand. To assist them in this effort, we needed to identify and improve upon internal systems that were slowing down employee efficiency, making business tasks more laborious, and inhibiting growth. Once road blocks were identified we could look at how to design new workflows and source IT systems that would support the business both short and long term.

My Role:

As co-owner of the agency engaged for the challenge I worked with my colleague and technology lead to correctly define the client’s growth inhibitors, rethink how daily business tasks could be more efficiently accomplished, and researched and identified applicable technologies that would assist them in their efforts. Once the correct solutions were found I assisted with system procurement and implementation including training staff and offering ongoing support to both employees and ownership. 

Our Results:

With the new IT systems and internal work flows implemented, employee time was freed up, and ownership was able to track sales, inventory, and customer and employee engagement in real time. This allowed BUS STOP to make more informed decisions when planning growth strategies and minimized some cumbersome administrative tasks. With improved systems in place ownership grew their services by producing their own seasonal product line and held more high-profile events without the burden of needing to hire additional staff. The new systems provided a user-friendly experience for staff, a faster customer check-out experience, and the ability for customers to purchase 24/7 via an e-commerce solution. Real-time syncing of inventory across online and in-store POS systems minimized sale errors that would have previously taken employees a considerable amount of time to correct. To maintain their business ethos and commitment to their customer, the new systems also allowed a certain level of customization along the customer journey ensuring that the unique BUS STOP level of service and feel that made them so popular in the first place, was maintained and sustainable for many years to come.