500 Sycamore, LLC is a real estate investment company specializing in rentals and restorations of residential and commercial properties in the Zionsville Village, Downtown Whitestown and Downtown Lebanon areas northwest of Indianapolis. I oversee every aspect of what has become an excellent long-term investment portfolio that is continuing to grow by reinvesting its cash flow into new holdings along the way. 500 Sycamore, LLC utilizes a buy-and-hold model of real estate investing and property management that thrives on having excellently maintained properties and awesome tenants. If you have a home or commercial property in Zionsville's Village, Whitestown's Legacy Core or Downtown Lebanon and you are considering selling it, please contact me. We will take care of your property, fully respecting and maintaining it's historical significance.

Revenue Path Group (RPG) helps clients with their most pressing issues (hint: it's almost always revenue) by offering operational thought leadership, sales training and/or traditional marketing efforts clients couldn't previously identify and provide for themselves.As Vice President, I helped RPG manage to all of it's own goals and the processes needed to achieve those goals. We meticulously monitored our performance and acted accordingly. We made sure that we were growing as we planned and were maintaining marks and improving quality along the way.

In two year's time, we retooled the staff structure, putting the best people in the right seats to accomplish the most urgent goals for NUVO's future. Example; an Engagement Editor was appointed to greatly improve our social presence that directly impacted web traffic and contributed to stabilizing our print distribution numbers. We launched two new iterations of the NUVO.net site, significantly increasing web traffic and digital revenue streams. We launched a daily eNewsletter and several video series with high viewership and incrementally new sponsorship opportunities. 'Indy's Table' and 'Day Drinking with Rita' for example.We rebuilt our promotional efforts, focusing on events simpler in execution, greater in reach and stronger in profits. Indiana's Next Hop Model, Indy Burger Week, Indy Pizza Week for example. We redesigned the print product for both aesthetic improvements and economic efficiencies, allowing us to get as much content in to an affordable and presentable package, and bridged the gap between yesterday and NUVO's digital future. We secured better distribution contracts along the way.And, I was able to reduce operating expenses by almost 50% in two years.

Initially hired to restore and relaunch Sensory Technologies’ service department, known at the time as the Help Desk. I restructured the services team to outperform all competitors in the market. I absorbed the duties of leading the the Implementation and Operations staff as well as the Help Desk staff and created recruiting programs, employee training programs, incentive programs and customer satisfaction feedback programs to provide a metric and process-driven environment. Ultimately, we launched the Sensory Technologies 24 Hour Client Solution Center and began serving clients globally. When I arrived, the Help Desk had $600k of annual contractual revenue. When I left, the Client Solution Center had more than $5.5 mil of annual contractual revenue. We launched 3 new services to generate reoccurring revenue. We grew the team from a staff of 3 to a team of 27 members, producing a client satisfaction rating of 4.8 out of 5. We positioned some team members within our key accounts to allow our services to grow deeper and wider in those organizations, creating many new key accounts along the way. By streamlining services and understanding what clients really needed, I was able to lead the Sensory Technologies Operations and Services teams to becoming leaders in the marketplace, which later allowed for quick growth in to other geographic markets. Sensory Technologies went from a Mid-West integration company to a company that supports services globally in over 40 countries.In 2020, Sensory Technologies was purchased by Diversified. Within the first five months, all of the services we developed at Sensory Technologies were rolled out across all of Diversified.

As is still often the case in media, demonstration of previous successes, matched with the reality of shrinking operational budgets, lead to increased responsibilities. At this time, I combined the duties of steering the development of new products for the Innovation and Development department with the duties of General Management of the indy.com product family at The Indianapolis Star. We launched several new digital initiatives externally while also creating simplified systems internally that allowed a large company to produce more while learning to spend like a small company. Examples include efforts as large as integrating automated classifieds systems or photography cataloguing software with public web access to making small adjustments to existing offerings to create huge impact, like automating ‘Falcon Cam’ to regenerate images quicker, thus serving millions more ad impressions per week.

Drove projects determined to be highest priority by their potential to meet The Star’s objectives. Ensured each was properly defined, budgeted, planned and completed. Managed cross-departmental communication to ensure that stakeholders are vested in the project’s success. Worked to create the business plan and lead development of Indy.com. Won the 2008 EPpy award for best entertainment Web Site with fewer than 1 million monthly unique visitors.

Guided The Star’s Custom Publications team and lead creation of new print products to reach audiences attractive to advertisers but previously elusive to the reach of The Star’s portfolio of products.Guided the creation of the custom niche publications Indiana Nursing Quarterly and Indiana Therapists Quarterly.

Ultimately responsible for growing INtake's readership, circulation, online traffic and profitability. Managed a staff of 14 people in the daily needs of producing a weekly product while keeping an eye on developing the product’s relevance to a valuable and elusive audience.INtake was, by many measurements, the most successful young reader publication in Gannett’s portfolio, routinely returning handsome profits and enjoying very high pick-up rates, consistently above 93%.

Tasked with growing INtake's readership, circulation, online traffic and profitability. INtake was, by many measurements, the most successful ‘young reader publication’ in Gannett’s portfolio, routinely returning handsome profits and enjoying very high pick-up rates, consistently above 93%.

In the company of advertising sales representatives, met with businesses physically or virtually to understand their business needs and create advertising programs to achieve their goals. Routinely lead the department in quality, quantity and recognition. Was often tapped to lead teams of peers and, with the hunger to be the best and most dependable, used this experience to be considered first in line for the next large task at hand.