Honeywell awarded me the unique position of working at two locations during my internship. I had two major projects: process mapping the returns/warranty process at Minneapolis and standardizing a productivity cost metric for the Coon Rapids factory. The process map that I created at Minneapolis was used to analyze the monthly revenue and gross margins on returns. Finance needed a tool to also explain any anomalies with those monthly reports, which I provided. The productivity cost metric was used as an aid to lean and six sigma thought by tracking costs throughout the factory floor. I also absorbed many major responsibilities of the Senior FP&A Analyst during my time at Honeywell. Both projects afforded the opportunity to meet with and make connections for finance with many other business units within Honeywell. I presented to management on a weekly basis and the CFO's team when finished with all projects. Also to help ensure the projects longevity, I trained other employees to be able to run the metrics and projects going forward.

At Epicore I was able to talk and work with high level executives across many different industries. My two main responsibilities were working on customer relations and initiating the negotiation process. I listened to their business software issues and helped them find an ERP software system solution that would create long term efficiencies going forward. I kept contact and managed relationships with potential clients throughout the summer.

The main idea of the program is to learn the responsibilities of the Financial Department. We are to meet personnel and have opportunities to shadow those throughout the work day. We are to see the in's and out's of the Financial workings at this particular Honeywell location.

In this position I was responsible for running a branch of the College Works Painting in the Eden Prairie, Minnetonka, and Chanhassen areas. I began by being trained in marketing and sales and then training a marketing team to broaden our potential client list. I was also responsible for hiring and training of all employees (17 total) that were to produce the paint job as well. I contacted all potential clients to set up meetings for an estimate of the work they were interested in. During the summer I managed 43 clients, my marketing team, and two production crews. This position allowed me to network with my clients and make relationships throughout the community. At the end of the production season I was the third most profitable branch in Minnesota. I ran a business with a profit margin of 28%, one of the highest in Minnesota. Our team was also recognized nationally in Cancun at the year end company trip for one of the highest revenue per branch.