- Managing Customer (IPP/Load) Interconnection projects within the PJM and ERCOT regions.

Financial analysis and project support for EPC, ETT and IPP Transmission projects. EPC:- Achieved a monthly forecasting variance of <1% on $10MM+ in monthly investment. - Achieved a quarterly forecasting variance <3%. - Trained project cost analysts on forecasting.- Presented training to department on reporting methods and efficiencies for PMT forecasting. - Collaborated with multiple departments to ensure accounting and financial stability on portfolio projects. IPP (ERCOT/PJM):- Became SME for project cost analysis on IPP projects. - Led process improvements and discussions on increased efficiencies with Quality Control. - Collaborated with Project Managers to ensure projects were meeting RTO standards.- Mentored and trained new and existing employees in multiple departments on IPP processes. - Analyzed standard IPP cost analyst processes and recommended changes to improve SOP. Job Responsibilities:- Work order and purchase order creation. - Reviewing change orders and submitting internal documentation for execution. - Project financial reporting and analysis, including forecasting, portfolio spreadsheet tracking, budget health analysis, and more. - Training and mentoring of new employees. - Collaboration with other departments in accordance with AEP’s culture. - Training presentations at PC meetings. - PM Team meetings to review financial status on projects.

Project coordination, financial support, and forecasting for AEP Indiana & Michigan Transmission projects.

- Coordinated shipments across multiple projects in the Domestic and International logistics/supply chain landscape. - Worked closely with Mast Global Logistics/L Brands to execute on-time deliveries and reduce logistical snags. - Managed multiple reports to promote transparency for the clients and increase logistical efficiency. - Supported L Brands International Non-Merch, Domestic PAR and supplier onboarding with Caliber systems. - Created Microsoft Excel Macros ans implemented them across the company to improve reporting efficiency.

- Completed CGB’s Operations Management Trainee Program, which included business leadership, facility operations, & management expertise mentoring.- Managed a shift of 10+ individuals as acting superintendent and marine/rail liaison.- Continually exceeded 1.5 - 2.5 times the minimum facility production output.- Implemented Lean Six Sigma principles, increasing employee work efficiency around facility by reducing lost time by 75%.- Managed the transportation and storage of over $12-$24 million of inventory.- Led safety initiatives, including facility safety audits, employee trainings, task safety analyses, and company safety presentations across the Ohio Valley Region.- Created solutions to inefficiencies in on-boarding, increasing new hire productivity and retainment by 33%.- Conducted daily shift meetings where production plans, trainings, and safety discussions were held with employees.

- Increased B2B communication effectiveness and sales of new HVAC configurations.- Reduced facility costs by $120,000 per year through the integration of Lean Six Sigma principles and efficiencies on the assembly line.

Responsible for organizing and managing events focused on building connections between MBA students, UK alumni, and the Gatton Business School faculty.

– Performed small to large-scale repairs on pool equipment, ranging from part replacement to entire pool creation.– Conducted chemical analysis on pool water quality.– Provided customer advice and assistance when needed.– Recruited and trained student technicians.

Performed all tasks related to the on-the-floor performance of the restaurant, including: bussing, dishwashing, serving, hosting, bartending, and sushi-making.

Worked on both the scotch tape and post-it note assembly lines.