As the General Manager of Aleut Ventures (AV), a subsidiary of Aleut and a wholly owned and operated Alaska Native corporation, I am responsible for overseeing the operations of a diverse portfolio of companies located in Alaska's Aleutian Region, specifically in Cold Bay and Adak. I oversee the overall development, implementation and sustainment of AV and its subsidiaries, including Adak Fuels, Adak Island Inn, Aleut Fisheries, Aleut Marine Services, and Frosty Fuels.

I play my part in the country's democracy by setting up the Girdwood Precint's polling place for Election Days, assisting voters, and ensuring the ballots are counted and submitted to the state.

As E Source further expands the change management offerings to clients, I am proud to move into a Senior Consultant role to work hands-on with building our business design and change management teams. In addition to the high-caliber work we always provide our clients, I am looking forward to the growth and management of these new client offerings related to change management and business design.

As E Source recognizes the increased importance of change management in leading to project success, a designated Business Design Team has been introduced and I am proud to be one of the founding team members. We will continue our work with utilities and cities to assist them in maximizing the return on investment from performing technology implementations, and we will do so with an increased focus on business process design, organizational change management, stakeholder engagement, strategy alignment, and digital business transformation.

When UtiliWorks Consulting was acquired by E Source, I was fortunate to be the first UtiliWorks consultant to "bridge the gap" and start working on an E Source consulting project. Working with the E Source team, as well as with an investor-owned utility client, is a great experience and opening my eyes to another side of utility consulting. I'm still using my same UtiliWorks skillsets in the change management role, though now I am tackling new and different problems for our utility clients.

Prior to UtiliWorks Consulting's acquisition by E Source, my promotion to Senior Analyst came at an exciting time for UtiliWorks as the company began to expand the approach to assisting our clients with change management. When deploying Advanced Metering Infrastructure (AMI), it's easy for a utility to get distracted by the buzzwords and the technology. However, a successful AMI implementation relies on the people in the organization just as much (if not moreso) than the technology itself.In addition to the business process re-eningeering tasks I performed as an Analyst, my responsibilities have grown to assisting our clients with all facets of change management (including staffing resource allocation planning, employee training, and internal communications). Additionally, I have spearheaded a new method for the UtiliWorks to explore our client's policies (both codified legislatively and within Rules & Regs) for policy updates to reflect actual operations utilizing the new AMI technology.In 2019 I was invited by the American Water Works Association (AWWA) to present my theory on the "3 P's" of change management at AWWA ACE19.

Prior to UtiliWorks Consulting's acquisition by E Source, I facilitated the design and implementation of cross-functional business processes that result from Advanced Metering Infrastructure (AMI) technology deployments. In addition, I lead workshops with client stakeholders to evaluate and document current state business processes, I developed future state business processes, and I lead client end-user training for as-built future state processes. I also assisted UtiliWorks with the development of client deliverables including reports, memoranda, presentations, procurement activities, and much more.Due to my experience in the industry, I was selected by UtiliWorks to attend major industry conferences and present to stakeholders including utilities and AMI vendors.

I wrote and photographed a regular column in a monthly magazine that is distributed city-wide and online, and is geared towards the local college and young professional community. In addition to presenting articles on a range of outdoor recreation topics, I also coordinated with other sections of the magazine to create content that tied in with current events, political issues, or important advertisers.

I performed strategic consulting services for non-profits in the South Louisiana area and beyond, with a specific interest towards helping non-profits increase their capacities for fundraising. I helped organizations map out where they see themselves being in 5-10 years, and then I showed them the best practices to achieve their goals.

I helped prepare the strategic business development plans, identify the highest potential opportunities within each segment, and develop materials that clearly convey the unique Capital Region value proposition. I served an important function supporting the execution of BRAC’s “Think Bigger” strategy, and my work was a significant contribution to transforming the region by gaining commitments from companies to invest and grow their operations in the Baton Rouge area.

I specialized in service recovery at a 95-room limited service property. A significant skill in that role was communication, and as such I connected with all Marriott Rewards Elite level guests before arrival and at check-in to ensure all requests are accommodated to the best of our ability; I also worked with all guests during and after their stay to ensure that they would recommend our location and stay with us again. Behind the scenes, I monitored all social media reviews of our hotel (TripAdvisor, Hotels.com, etc) and responded when appropriate. Finally, I read and responded to all post-stay Guest Satisfaction Surveys through the Marriott Guest Voice and Marriott Global Source systems.

While based in Bangkok, my primary role was a writer and photographer for a magazine with a readership of 60,000 distributed throughout eight nations in Southeast Asia. My tasks also included meeting with current and potential advertisers as well as proofing the magazine before publication. I was active in the print magazine, the magazine's website, and the magazine's Facebook page, including a post gaining over 1,000 "likes" in less than 24 hours. Additionally, I also represented the magazine by giving public presentations, most notably to the staff of Kazakhstan's Bangkok embassy.

I was part of a two-person team that spent six weeks driving a comically inadequate small car over 10,000 miles from London, England, to Ulaanbaatar, Mongolia. In addition to navigating cultures, languages, mechanical problems, and Cyrillic maps, we also ran a popular social media campaign and daily blog while successfully fundraising for a Mongolian orphanage using both local grassroots events and corporate sponsorships. We received pre- and post-event coverage in print, radio, and Internet news channels on three continents.Ulaanbaatar is the world's coldest capital city, and our efforts allowed the Lotus Children's Centre to purchase new boots for all of the children in residence; the boots arrived in January, and the staff told us it was the first day all winter when all the children could play outside together at the same time.

I worked the very busy front desk of a 300+ room luxury hotel. I excelled in providing high quality service in a stressful environment, with a focus on VIPs ranging from professional sports stars to international dignitaries. I regularly used pragmatic and creative problem solving skills to thrive in difficult situations; in addition to being a leader on the customer-facing team, I also cultivated personal connections throughout different departments including Food & Beverage, Engineering, Housekeeping, and Accounting to ensure that all problems could be solved quickly and easily. Of course, I also loved snowboarding to work at a resort which received over 970 inches of snow in one season.

I ensured safe and efficient operations within the Aircraft Operating Area for an airline with a fleet of ski-planes flying mountain climber and expedition support in the Alaska Range. My skills included fueling, calculating weight & balance, loading and documenting haz-mat cargo, and assisting expeditions in preparing for their summit attempts on North America's tallest peak, in addition to extensive slacklining and ping-pong playing on days where bad weather prevented the planes from flying.

I tended bar, managed bar operations, and managed inventory for a bar in a remote village of 62 people located a two-and-a-half hour flight from Anchorage.The first thing I did when I began working at the bar was cut down our open days from six nights per week to two nights per week. Despite having a small population, the village had multiple cliques. By limiting bar operations I attempted to ensure the cliques all visited the bar together, which lead to breaking down the social barriers between groups. Despite the bar owner's original apprehension at my cutting hours, revenues increased significantly; as open nights were more rare most people in town came through every night I was open, while I also reduced operating costs.

I facilitated safe and efficient aircraft operations at the last airport on the Alaskan Peninsula before the Aleutian Islands. Our fleet included Saab 340Bs flying between Cold Bay, Dutch Harbor, Anchorage, and Sand Point, as well as Piper Cherokees flying between Cold Bay and our nearby villages of King Cove, False Pass, and Nelson Lagoon.The weather conditions on this narrow strip of land separating the North Pacific Ocean and Bering Sea created a wide range of working conditions and served as excellent preparation for significant problem-solving and decision-making in a high-stakes environment.As the Lead Ramp Agent, I also settled personnel disputes and personal issues, while dealing with the added stress of being in a remote village with a population of 62.

My experience in Grand Canyon National Park began at the front desk of the Bright Angel Lodge on the edge of the Rim, before I moved to the Yavapai Lodge (the largest hotel on the South Rim). In addition to typical front desk duties, I had frequent tasks specifically related to living in a National Park, such as providing hiking directions and working closely with Park Rangers.I spent a significant amount of time hiking and exploring the National Park. To the unimaginative, the Grand Canyon looks the same from every viewpoint; however, I believe there's nothing more magical than catching sunrises from different viewpoints all up and down the South Rim to pick out the best view and the best cloud conditions.

As a tour guide at the Woodford Reserve Distillery, I introduced visitors to the historic distillery property and to one of the finest bourbons in the world. The tours covered all aspects of bourbon production, from milling the grain, through distilling and aging, all the way through to bottling. I had to gain extensive knowledge of Woodford Reserve history, bourbon distilling, and more. I had a limited time frame at the beginning of the tour to gauge the audience, and then could tailor my tour to cover interests in specific areas (e.g., history of bourbon or the science of distilling).I also ate way too many Ruth Hunt Bourbon Balls.

I spent two summers serving flights for US Airways Express at one of the busiest airports in New England. As a small station, my role included almost every facet of station operations: checking in passengers, checking bags, entry radio communications with pilots, marshalling aircraft in, deplaning passengers, unloading bags, facilitating fueling, loading bags, calculating weight & balance, loading passengers, marshalling aircraft out, and exit radio communications with pilots.All of that while living and working on an island paradise in the middle of the Atlantic Ocean.

My internship involved marketing the airport to airlines to increase the diversity of destinations served. Passengers were primarily business travelers on Continental, Delta, and Northwest, but we were working to encourage JetBlue and AirTran to serve vacation destinations and increase the number of leisure travelers. Another interesting wrinkle was that Stewart was privately owned by a foreign company, and this was during the transition to the Port Authority of New York and New Jersey.

My first "real" job, I had a summer internship in the Mayor's Office of the Lexington-Fayette Urban County Government, working with Lexington's Mayor Teresa Isaac. I gained insight into working in an office, as well as immeasurable insight into city governance. I also devoted time and energy to organizing "Red, White, and Boom," Lexington's day-long Fourth of July festival culminating with fireworks.