In addition to previously assigned responsibilities, Purchasing and Logistics were added to my responsibilities by January of 2019 when promoted to Co-COO over Technology, Plant Manufacturing & Logistics.

In August of 2016, managing our Manufacturing Plant was added to my responsibilities. This included Production Lines, Warehouse, Maintenance, Production Planning and Plant Customer Service. This added a significant team member count to my responsibility and additional P&L responsibility. The highlight of this was in August-October of 2017 - due to Hurricane Harvey, Irma & Maria - we launched into a 60 day increase of production that took our annual run rate to a billion dollars for 60 days. This was a massive undertaking and highlights our flexibility as it took 700 temporary employees and 30 truckloads per day of production - all while we too were hit by a Hurricane.

In August of 2013 we embarked on a major modernization project to get the company out of the 1980s technology environment they were in and into a modern 21st century operation. In 2 years we accomplished 18 of the initial 20 action items. The highlights include re-writing an antiquated-RPG platform into a modern LAMP environment and launching tablets for delivery confirmation to include signature capture and geo-coordinate capture.On January 1st, 2016 we successfully completed an ERP migration to Microsoft Dynamics NAV. Our implementation start to finish was 9 months (April 2015 to January 2016). We launched on time with out pushing back the deadline. This finally completed the vision I brought from day one of a fully integrated technology platform.Within this period I also took on our Fleet Asset & Route Management (March 2016) and our Care/Call Center (August 2016). In addition to that I sit on the Executive Leadership team.

I was responsible for all technology vision and execution. This was primarily divided into three silos: IT & Server Administration, External & Internal Web Development Platforms, and Video. While at the Scheduling Institute, the company grew from 46 to 154 employees and from $12 million to $42 million in revenue. It was listed #7 in 2012, and #3 in 2013 on ACG's Georgia Fast 40 in the Small-Middle Market ($15 to $60 million).The highlights of my time there included: * The development of a 3000 client member site that fully integrated with our CRM (InFusionSoft) * A 50+ App, internal Intranet called Lakeside * Stabilization of network and server infrastructure * Stabilization and custom reporting for Asterisk VoIP phone system * Automated company stat tracking and reporting * Custom training scheduling interface drastically simplifying the complicated process of scheduling trainings all over the country * Launch of Video Webcast platform that included over 30 webcasts aired, some generating more than a million dollars in revenue

As part of the initial startup, I was in charge of all the technology needs of the company. From the PHP & MySQL programming for the 90,000+ page website, to graphic design and marketing, to audio and video editing, to email system management, to computer and network system administration. This position also included many non-technology responsibilities as well including creative show planning, marketing, vision planning, and guest arrangement.

I wrote, directed, and edited 50-75 videos a year for 7,000 member church. Also handled graphic design, live event production, and media distribution (CDs, web content, etc...)

While a full-time student, I worked 30-40 hours a week building a multimedia department from the ground up responsible for all live video and graphics needs for their 8 chapel services a week.

Summer internship where I prepared and delivered sermons, as well as contributed to the video and graphic design needs of the 1,200 member church.

While on Summer and Christmas Break in high school and college, I processed tax warrants (incresased efficiency 4-fold), sorted mail, and refiled court documents.