I founded Pedal Lucid in 2019 and work with nonprofits and small businesses to design and build forward-looking, data-driven technology systems on the Salesforce platform.

I moved to Christchurch shortly after starting a Salesforce implementation, and was surprised to discover there was no existing user group. Starting one up seemed like the obvious thing to do, and during my time in NZ I arranged a number of events for Christchurch users, admins, and developers to meet, learn, and discuss the world of Salesforce.When I left New Zealand and moved to Maine, my arrival coincided with a growing interest in a nonprofit session in the Maine user group and I'm currently the leader of the Portland, Maine Nonprofit User Group.

As the first season using the Salesforce platform at VISIONS drew to a close, my role expanded into marketing/operations. I advocated for an early reassessment of VISIONS marketing strategy then researched and hired an external consultant to contract with VISIONS on a long-term basis and guide marketing efforts through analytics-based best practices. I oversaw the completion of the rebranding effort that began a year earlier and mapped out the marketing strategy for the 2019 season. During this period, the VISIONS Executive Director was hospitalized with a serious heart condition (she's fully recovered now!) and I coordinated coverage of her role while she was unavailable.In the fall of 2018, I began putting into action the strategy we outlined over the summer—from assessing historic event conversion rates and finalizing a marketing calendar to improving our email messaging and segment targeting. I also implemented Pardot, passed my Certified Salesforce Administrator exam, and oversaw a substantial increase in student enrollments by the end of the year.I continue to design, implement, test, and improve marketing systems at VISIONS as well as operational Salesforce processes. I'm working on my Pardot certification and exploring other capabilities of Salesforce. I also enjoy the ongoing work of assessing and improving processes across less technical systems. Thinking through the way summer program setup is organized and managed is not a "technical" problem the way analyzing marketing channels and engagement rates by lead source is, but I find it interesting and equally valuable to VISIONS.

With some guidance and teaching from a consultant, I designed and implemented Salesforce for VISIONS while working remotely from New Zealand. This included setting up an email marketing service, building a webform-based application process, teaching myself the ins and outs of Flow and Process Builder (and then learning bits of hacky code to extend their limits), setting up a Salesforce Community and integrating our payment processor, as well as creating staffing and program-management tools.As the flurry of the initial build settles down, my focus has increasingly turned to analytics-based digital marketing and business analysis—which existing practices/processes/habits would we like to incorporate into Salesforce, and which should be altered or discarded in favor of a more effective way of getting the job done.

I began my work a VISIONS in a part-time project-based role to handle miscellaneous office work over the winter before moving to New Zealand. This quickly expanded to encompass areas as diverse as revamping how risk management was handled, navigating the requirements of 501(c)3 status for the VISIONS Foundation, and managing paid social and paid search cpc advertising.

I started as the first real employee of Gallatin Tree Care. I took the few months prior experience I had with a chainsaw, learned fast, and grew with the company from general tree service assistant to certified Arborist to Director of Operations over the course of a few years.I oversaw hiring; scheduled, bid, and executed jobs large and small; learned to fix everything; and continually searched for creative ways to solve problems. Some days I assessed the health of young fruit trees and injected anti-fungal serum. Other days, I coordinated power drops with the utility company, scheduled a crane and grapple truck, cordoned off traffic, and rappelled off the crane with a chainsaw to remove 60-foot spruce trees in 20-foot sections in the middle of downtown.Throughout, I balanced very real and tangible risks (both to my personal safety as an aerial arborist, and professionally—you can't re-attach a branch that's been cut off!) with a desire to run the business as efficiently as possible.