Loa Carbon is an award-winning climate tech developer and certified B-Corporation based in New York City.We use captured CO2 and renewable energy to synthesize sustainable hydrocarbons (primarily e-fuels and chemical precursors). We sell those hydrocarbons into hard-to-abate industries and use them to produce high-value solid carbon products, including the world's most sustainable graphene.Our hydrocarbon synthesis technology was initially commercialized via the introduction of the world's first carbon capture diamonds, which we brought to market under the Aether Diamonds brand (acquired in July 2024).

Aether is an award-winning climate tech startup and certified B-Corporation based in New York City.- TIME Magazine Best Inventions of 2022- Fast Company Most Innovative Company 2022- B Lab "Best For The World" B Corp 2022

Established strong relationships with Pandora offices around the globe spanning functions from Manufacturing, Supply Chain, Procurement, Product Development, Finance, Retail, Retail Training, and Design. These relationships allowed me to facilitate significant quality improvements in Pandora’s product.Built a culture of quality throughout Pandora Production Thailand and the Global Office.Drove product investigations and improvements on 275+ items with quality return rates above 3%.Developed a cross functional process to prevent items with high potential for customer quality returns from launching.Implemented changes to significantly reduce the customer return rate. These changes and associated reductions in customer returns represent an annual savings of 20mDKK and growing.Developed the Light Retail Service process and training which allows stores to offer simple repairs on the spot. This represents an estimated 25mDKK of annual savings once implemented globally.Analyzed customer returns, sell-out, and inventory data to drive quality decision making. Coordinated global product recalls

Managed a division of 58 employees overseeing product quality from first concept through mass production in areas including: product regulatory and durability testing, production capability limitations and customer requirements, development of standards and tolerances, production yield monitoring, root cause analysis, and identification and execution of continuous improvement projects.Restructured the product quality division to increase quality while reducing time to market. This project included deep analysis of the prior process, identifying areas of improvement, collaborating with various teams across the corporate structure to align interest and gain support, and hiring new key team members to support the improved process.Reconfigured the launch quality team processes to work more closely with production and provide root cause analysis resulting in a significant increase in production yield.Coordinated and lead multi-division project to ensure correct quality levels are delivered to customers. The project involved analysis of customer return data, customer preference analysis, determination of market risk tolerance, establishment of return targets, and development of new acceptance standards in line with prior findings, with the stated goal of increasing overall production yield.Audited exiting Pandora testing procedures and designed test suites to ensure compliance; lead efforts with Technical Development and Product Development teams to clarify testing requirements and establish specific regulatory and durability testing guidelines; flagged tests without clear evaluation criteria and initiate internal and external benchmarking processes.Identified product development issues and proposed solutions to the design and management team in Copenhagen. Partnered with Production, Incoming Quality, and Procurement to develop a new process to ensure all new components are qualified before purchase and use in production.

• Responsible for the development and success of David Yurman’s Asian headquarters­—including the hiring and training of an international staff of 18­—to carry out product development, production tracking, and quality control. Nearly half of all David Yurman product is produced in Asia. • Product Development and Engineering: Work with the design and engineering teams in NYC to ensure their desired aesthetic is understood and executed by the manufacturers in Asia; responsible for development and production of 200-500 samples for three annual markets; oversee the annual development of 15-20 new collections and 500-1,000 new SKUs ensuring their engineering, production, and pricing feasibility while adhering to a tight deadline.• Production: Evaluate product complexity in conjunction with manufacturers’ capacity to determine product allocation; maintain close communication with Asian vendors and NYC team to ensure on-time delivery of both new products and recurring orders (20,000-40,000 units per month). Evaluate monthly delivery reports and make course corrections to meet product delivery goals; assess production methods to guarantee maximum efficiency by implementing jigs, templates, tools and standard practices.• Quality Control: Developed and implemented a plan that allowed the Bangkok quality control team to become quickly trained and well-versed in David Yurman’s quality standards. Achieved an agreement rate of 98% between the Bangkok and NYC QC teams allowing finished goods to ship directly to the vault in NYC, bypassing reinspection. Work to establish appropriate quality levels on all new product; analyze common quality issues and create action plans to prevent reoccurrence.

• Lead bi-weekly meetings with Mr. Yurman to help translate his vision into manufacturable product; proposed new components, ideas, and manufacturing techniques to inspire future collections. • Partnerded with design managers for timely completion of layouts with consideration of technical and budgetary limits.• Clearly communicate design intent, manufacturing processes, budget, and schedule with global manufacturers. • Facilitate the production of approximately 300 styles in two weeks in preparation for tri-annual jewelry shows.• On-site troubleshooting of manufacturing issues with local vendors, jewelers, and shop foremen. • Analyze, negotiate, and present new product pricing; work with the sales and merchandising teams to establish estimated retail prices and determine cost constraints.

• Managed the product lifecycle of 40-60 new pieces of jewelry every four months.• Responsible for the development of the Labyrinth collection, David Yurman’s largest product launch to date, allowing for a successful on time delivery of this $10 million collection. • Reviewed all test pieces with the quality department and provided the manufacturers with actionable feedback for improved production.• Created detailed process documents for the manufacturers to follow; assist them with all engineering, production, or design questions that arose during sampling. • Maintained daily communication and hosted weekly calls with manufacturers in India, China, Europe, and the U.S.• Provided manufacturing and labor cost estimates.

• Assisted in the implementation and customization of electronic medical record systems for area hospitals. • Built bespoke interfaces for doctors and nurses; created the underlying logic, tested the design, and worked with end users for smooth implementation.

• Developed commercialization and transition plans for SBIR (Small Business Innovation Research) grants. • Worked to understand the military and healthcare technologies being developed in order to propose real-world uses for a broader commercial appeal.• Drafted, wrote, and edited business plans and technology valuation summaries.