Aaron Wilson, Mba Email & Phone Number

Leading the development of a specialized retail apparel start-up for a private client.➤ Provided in depth industry research on total addressable market (TAM), projected compound annual growth rate (CAGR), and comprehensive cost of entry.➤ Designed multiple 5 year business models with varied investment levels that included scaling costs and revenues.➤ Created a customized Go to Market (GTM) strategy. ➤ Established legal entity, draft operating agreement, NDA, risk factors and acknowledgements, and accredited investor questionnaire through a selected law firm.➤ Worked with founders to develop the customer brand architype, brand name, and logo development.➤ Drafted brand story, mission, and values.➤ Developed relationships for US based design, material acquisition, and production with initial sample produced.➤ Partnered with Branding company to create and design a pitch deck for fundraising.

Austin, Texas Metropolitan Area

➤ Worked daily with the CEO to deliver the mission, vision, and values of a highly regulated organization that operates 20 schools serving over 2200 children daily. Stepping Stone employed a team of almost 400 and generated roughly 25M in annual revenue. ➤ Responsible for communication and reinforcement of strategic and operational priorities. ➤ Designed a First Day Experience guide to optimize the parent & child experience from first contact through enrollment.➤ Routinely visited schools to build relationships, inspire culture, negotiate change, and motivate growth. ➤ Managed roll-out, transition, and training for an upgraded CRM that led to over 1000 new children enrolled in 22-23.➤ Led project launch to connect SaaS marketing and sales pipelines with the billing and management software to improve efficiency & CX.➤ Doubled IT productivity from 600 tickets completed to over 1200 Q3 22 v. Q4 22 through problem solving and leadership.➤ Developed a standardized scorecard that pulls data from 15+ KPI reports into a single location for optimal data analysis.➤ Provided detailed solutions for recruitment, hiring, onboarding, and suite of LMS courses to increase team performance and retention.

At the direction of the CEO, reviewed multiple aspects of Stepping Stone School operations, marketing, enrollment, hiring, retention and inspection of school campuses. Provided a detailed report with analysis of current operations and future considerations.

Indianapolis, Indiana, United States

Recruited to design and lead strategies that would bring the organization back to a position of stability by building employee engagement, decreasing staff turnover, modernizing operations, elevating the member experience, and improving financial results. ➤ Designed a strategic growth plan projected to sustainably increase the number of chapter locations to 130 by 2025. The increase in chapter locations would have produced an annual revenue increase of 30%, an organizational peak. ➤ Led team of seven directors that drove strategic initiatives and operational excellence. ➤ Drafted the first version of our 2025 strategic plan objectives and the organizational key results to manage progress.➤ Conducted monthly financial analysis to ensure line-item budgets were managed and revenue projections were being met. ➤ Oversaw the design of a new chapter services model focused on year-round support through virtual coaching.o Data insight and increased partnership led to a 5.5% increase in chapter operational assessment scores. ➤ Ended three straight years of declining membership by through partnership and coaching.➤ Established core values and behaviors then designed employee performance appraisal to build and reinforce culture.➤ Upgraded IT and introduced innovative SaaS platforms to improve training and communication:o Introduced an online learning management system (LMS) that allowed members to learn at their own pace.o Launched mentorship networking channel for member-to-member interaction and career guidance.o Delivered 100 hours of remote and virtual educational content and support services after all campuses went remote in Spring of 2020.➤ Increased alumni volunteer participation by 386% through community engagement and streamlined onboarding. ➤ Drove 200% increase in monthly website traffic through chapter coaching, PR, and increased social media presence:o 78% new visitors in the increased traffic.o 46% increase in social media activity.

Phoenix, Arizona Area

Recruited to design and launch the second iteration of a healthcare start-up. Created the day-to-day operating systems that enabled new business development through safe, ethical, and accurate replication of services.➤ Designed a five-year strategic plan that would optimize growth, establish premier patient care, and lead to a successful exit. ➤ Increased gross revenue by nearly 300% in year one while expanding clinic operations from two locations to over ten.➤ Worked daily with the Director of Business Relations to present services, negotiate contracts, and manage client relations.➤ Led of day-to-day operations of the Allergy Immunotherapy team for elite patient care. ➤ Led the billing and coding team to ensure proper revenue cycle management.➤ Established Core Values for the company along with corresponding employee appraisals.➤ Designed training protocols and data tracking procedures that optimized ROI and maintained quality control.➤ Oversaw talent acquisition through recruiting, hiring, and onboarding.➤ Built the brand identity through our logo, strategic communications, website, and collateral marketing.➤ Developed relationships with local community college placement offices to recruit and hire top performing students.➤ Managed company budget, financial forecasting, and approved purchasing requests.

Tempe, Arizona, United States

Leveraged MBA to create a career path focused on holistic student development through academic support, educational programming, leadership training, and revenue generation for increased student opportunity. Each role directly supported students in the development and refinement of foundational skill sets for professional excellence.➤ Reviewed syllabus, academic calendar, and developed grade tracking spreadsheets for “at-risk” student-athletes.➤ Met with student-athletes twice per week to review their progress, track grades, and refer them to appropriate resources.➤ Provided written recap to assigned academic coaches to validate NCAA compliance and student-athlete progress.➤ All mentored athletes were on track to attain or maintain their eligibility while progressing toward their degree.

Tempe, Arizona

➤ Managed the day-to-day operations of a DI top 25 program including student-athlete experience, budgetary oversight, and financial forecasting.➤ Designed the calendar of special events around the team schedule to maximize attendance and ticket revenue. FY14 and FY15 were the two highest years of revenue in program history.➤ Provided direct oversight for the softball annual fund: Raised a combined total of $228,900 over two years.➤ Served as the Tournament Director for all four preconference tournaments which included six to thirty teams. o Tournaments contributed over $135,000 in revenue in FY15, up from $105,000 in revenue FY14.➤ Served as Camp Director for all softball camps: increased average camp attendance by over 100 campers: o Marketed camp through the creation and management of a website, traditional emails and social media. o Managed online camp registration, answered all camp inquires, tracked the number of campers and ran the camp store. ➤ Assisted with all aspects of on-campus recruiting, recruit travel and managed recruiting travel for coaches.➤ Arranged all team travel and meals, ordered all team equipment and supervised equipment distribution. ➤ Created a Community Service Board of active team members and planned all 250 hours of annual service.➤ Organized the annual alumni game and regular communication of program updates to alumni.

Denver, Co

➤ Managed the launch of the $450K 2013-14 Pioneer Annual Fund. ➤ Met with head coaches to develop strategies and achieve their individual annual fund goals. ➤ Wrote and launched a nine-page plan of action to build the annual fund donor base and increase total dollars raised. o Results were achieved through multiple points of contact with donors, marketing the new benefits chart, and executing gift stewardship.➤ Attended Gold Club game events to cultivate relationships with alumni and season ticket holders.➤ Assigned to organize and develop the DU Red Vest golf tournament. This annual fundraiser included auction, event planning, and sponsorship: o Led event and raised $53,000 in revenue to support all 17 Division I programs at DU FY12. o Created content for the Red Vest website including sponsorship, marketing, and auction information. ➤ Oversaw design and creation of all donor marketing and solicitation materials: o Designed all content for the first ever annual fund booklet at Denver. o Edited the Pioneer Movement annual fund site and benefits chart to improve donor gifts through understanding. o Designed a Development 101 page for training coaches and staff. o Developed donor solicitation letters, donation forms, and donor recognition letters across all sports to assist the annual fund campaign. o Created donor content to solicit gifts on new skiing page.

Denver, Co

➤ Recruited to design, launch, and direct a Collegiate Club Sports program for CU Denver.➤ Wrote a five-year strategic plan to grow a successful Club Sports culture for CU Denver.➤ Secured over $2.1M in funding through popular student vote. o Solicited and received $15,000 private gift to balance club hockey budget prior to funding. ➤ Partnered with Legal, Risk Management, the Business Office, Student Retention & Success, Communications, the CU Foundation and consulted multiple Universities to design the Club program. ➤ Marketed and recruited for a successful Club Sports Launch; eight teams created in year one. ➤ Invited to the brand identity development committee that launched the Lynx logo, Lynx branding, and mascot identity in FY13: o As coordinator, I created and managed a process for Mascot selection, compensation, appearance management, and hired the mascot coach. o Provided athletics perspective on design, brand management and marketing of new Milo marks for CU Denver.

➤ Built relationships with residents to ensure a positive living environment and monitor social well-being. ➤ Designed educational programming and materials to engage residents.➤ Planned and hosted resident events. ➤ Responsible for resident safety and security checks.➤ Worked front desk for resident customer service and visitor satisfaction. ➤ Assisted with resident move in and move out.

➤ Responsible for all local store P&L, marketing, customer service, shrink, talent acquisition, and team development.➤ Metropark was the #2 retail company in the US in sales per square foot.➤ Promoted to Woodfield location November 2010 to improve Illinois market then transition into the role of Midwest District Manager. o Woodfield location annualized with over $5M in sales (#6 in the company). o Led the #1 sales store in the company in August FY08 and August FY09. o Led the #1 annual denim sales store in FY10.o $258,000 in personal sales for FY09 (#58 in personal sales for company of over 700.)o Achieved elite sales status seven consecutive quarters.➤ Selected to present to the entire company at Holiday meeting FY10.➤ Promoted to open Lynnwood, Washington store in July 2008: o Recruited, hired, and trained a complete staff in a brand new market in one month. ➤ Hired as a reserve Store Manager in Denver, CO to train and relocate when a new location opened.

➤ Managed the Inventory, Merchandising, Media, and Loss Prevention departments along with all subordinate teams. o Stores managed had P&L of $35M and $48M. ➤ Ran the sales floor daily to ensure excellent customer service: o Leveraged hourly sales data to coach team members and ensure daily sales goals were achieved. o Actively managed product pricing strategy to protect sales margins by avoid aging product.➤ Direct reports were responsible for all media sales, product shipments, warehouse organization, store merchandising, display management, pricing, inventory, safety training, and loss prevention.➤ Conducted staff training and scheduling for all teams; directly responsible for all in-store HR and LP investigations o Posted -.22 shrink on a budget of -.35 FY07 at Lakewood location ($45K loss reduction)

Texas Region

➤ Provided leadership and training on all operational, customer service, and loss prevention processes within a region, consisting of 92 stores in Texas and Louisiana ($235M in annual sales.) Covered an additional 11 high volume stores in Southern California. ($20M+ in sales)➤ Responsible for conducting operational audits, training sales managers and sales associates. ➤ Conducted internal HR/LP investigations and interrogations to resolve internal theft cases. ➤ Directly responsible for the 20 Target and Focus locations in the Texas region. ➤ Managed 6-8 Loss Prevention Agents and one Loss Prevention Supervisor in the Target and Focus locations.➤ Led 11 Southern California Target Stores from September 2005 to December 2006.➤ Decreased shrink in regions for three consecutive quarters: o May 2006: Texas Target/Focus locations units lost decreased by 27 units per week o January 2006: Texas and California Target locations decreased total units lost by 19 and 76 units per week respectively o September 2005: Texas Target/Focus locations units lost decreased by 41 units per week

Greater Denver Area

➤ Directly responsible for staff of four to eight Managers and 60-120 associates. Managed customer service, sales, scheduling, training, staff and store safety, shrink, recruiting/interviews, merchandising standards, maintenance issues, and stockroom organization. ➤ Reported and resolved all HR and LP opportunities.➤ July 04: Promoted to GM of Cherry Creek. Responsible for Adult and Kid’s stores. o #649 Cherry Creek- $300,000 sales increase/7,000-unit increase. 912 units lost down to 563 units lost. (Q4 FY 04 vs. Q4 FY 03) Replaced Park Meadows as highest volume store in the state. o #249 Cherry Creek- $84,000 sales increase/3,000-unit increase. 374 units lost to 171 units lost. (Q4 FY 04 vs. Q4 FY 03)➤ February 04: Promoted to Store Manager at Southwest Plaza➤ November 03: Promoted to Park Meadows the highest volume store in Colorado as AM.➤ June 03: Completed three month Manager in Training program in one month. Promoted to Assistant Manager.

Bachelor'S Degree, Political Science And Government

Activities and Societies: Delta Chi FraternityMinor in English

Master Of Business Administration (Mba), Spring 2013

Activities and Societies: President of the Sports and Entertainment Management Club. Served on the Lynx Brand Identity and Milo Mascot.