I started this company because I wanted to bring more effective marketing to the small business owner. I wanted to help the small business owner who's providing exceptional value to their clients, bring even more value to the market and scale their influence and revenues. I was able to accomplish this in a few ways. I have no formal education in marketing, so direct response marketing became my marketing discipline of choice. It's the most effective kind of marketing for small businesses because it's the most customer centric marketing approach. It takes the needs, wants, and desires of the customer into consideration first, before anything else, even desired revenue of the company. Many of my potential clients had never heard of direct response marketing, and I was able - even if they didn't work with me - educate them about the principles and applications of direct response. This is one way I was able to bring more effective marketing to the small business owner. The second way was working directly with clients. As a small shop, I was able to add value by leveraging internet technology as much as possible. Lead acquisition costs for my clients plummeted, greatly increasing their audience size and influence. However, even while servicing a small and specialized health niche, the network effects and market position of my competitors were too great to overcome. A back injury sidelined me for quite some time and stymied my scaling efforts for my clients and my owncompany. So, I've decided to wind down this venture and bring value to others in a different way.

Director of continuous improvement and strategic planning development and implementation.• Improved free cash flow by $81 Mln (46% increase) and decreased break-even price by $1 (30% reduction) through leading & implementing a multi-year strategic planning process.

Asset Integrated Planner who led the planning and coordination of drilling/completion/facilities/flowback operations, and the asset’s short-term (2-yr) business planning process.• Developed and led an asset-wide integrated quarterly planning process using the A3 (LEAN) continuous process improvement problem solving approach resulting in zero planning recycles in 7 successive quarters, meeting the asset's 2016 wells online goal, exceeding the 103 Bcf production target by 5%, and beating the CAPEX target by 7%.

Sr. Production Engineer in Shell’s Appalachia onshore gas asset team who maximized the profitability, delivered the production targets, designed and conducted safe operations, and maintained the mechanical integrity of 483 high pressure Marcellus and Utica wells.• Designed and executed flowback operations for high pressure, high profile Utica wells which provided justification for a successful $925 million asset deal and further exploration and development in the Utica reservoir.

Production Engineer in the McAllen-Pharr lease who optimized 102 natural gas wells in a tight gas sandstone reservoir, as well as salt-water injection of three disposal wells.

Heater Manufacturing Systems (HMS) Project Engineer assigned to accelerate the commercial application of the Pipe in Pipe (PIP) heater technology for Shell's in-situ upgrading projects in Colorado and Alberta.