Destinee Graham Email and Phone Number

Consults with Girl Scout councils in a B2B model to establish future-facing insights based on emergent business needs to drive Girl Scout membership product development, crafting go-market strategies, and aligning stakeholders within a product area and influencing other team projects.Creates and manages the largest annual recruitment campaign, bringing in 300,000 Pre-K and Kindergarten girls and families annually. Responsible for conducting annual market assessments, preparing brand briefs including goals, research, rationale, strategies, and tactics for all proposals. Analyzes current business case models for scale and implementation, providing guidance and feedback on creative assets, and hosting retrospectives to assess campaign successes and challenges upon completion to create a road map for upcoming campaigns.Manages partnership between Girl Scouts & Penguin Random House Publishing Company to assess new strategic priorities, execute contracts, gather internal stakeholders’ needs, and analyzes data to create annual membership incentive events for our target market with best-selling authors including Former First Lady Michelle Obama and Kristen Bell – driving over 2 million dollars of revenue annually while maintaining organization’s interest.Appointed to lead specialized, cross-functional teams across the organization to investigate critical business issues and execute core strategic initiatives that drive clear business impacts while on an accelerated timeline. Present monthly to c-suite executives, legal representation, and customers on upcoming campaigns, new business models, and improvements to processes.

Strategized directly with over 25 external and internal partners including Foundation chairs, development officers, alumni, and students to increase higher levels of student graduation rates and attainment of prestigious awards and fellowships; disseminates the departmental annual report through presentations and print Oversaw the receival of the department’s first needs-based scholarship through staff resource management, tailored surveying and events, and targeted communication to students; doubled the number of students that the department supports and increased department’s campus scopeDeciding member of four-person selection committee for merit-based, full-ride competitive scholarship, selecting 40 students with over 13,000 applicants annually

Facilitated the articulation the organization’s mission, vision, and value proposition through the frame of diversity and inclusion practices with Chief Executive Officer (CEO)Created buy-in through team-building exercises, clarifying goals and expectations, and reflecting on individual Board member’s articulation on their delivery of the missionAdministered and audited 10 individual SWOT analyses to board members to ascertain how the mission was currently being delivered and the current climate around diversity and inclusion in the organizationProvided value propositions, implications, protocol, and trainings on diversity in recruiting and retaining diverse Crave leaders through translating big picture strategy into specific goals, tactics, and deliverables

Within three years, tripled engagement and yield of underrepresented students by creating EMBARK, a targeted cohort-based program focused on college-access and retention of new students through program development, college-readiness curriculum, and analysis of data; awarded a doubling of the budget from year one to two based on student yield and retentionGenerated an additional $900,000 in associated student fees annually through increasing minority student yield by 150%, while decreasing the average amount of federal and private loans students received by 29% through individualized financial literacy workshops Led and strategized organization’s message on equity, mission-based service, and values-driven work; created and disseminated accessible reports quarterly based in data for students, administration, and Board of Trustee members

Liaised between the University of Central Florida's main campus and 9 satellite campuses to communicate the mission, hopes, and goals of the administrationTrained and supervised 16 undergraduate student leaders responsible for implementing involvement options for nontraditional students at 9 different satellite campusesArranged and traveled monthly to each regional campus to continue to cater to individual campus needs and foster relationships with students Developed assessments to analyze the effectiveness of programming and engagement of students to the campus