Initially, I was hired to coordinate communication efforts. It became apparent that the need of the organization was not in adding FTE to the communications team, rather in establishing processes that allowed the departments to work in a more cohesive manner and, thus, resolving the burden placed on the communications team. I was able to utilize my skillset to illuminate gaps in current processes, develop workflows to resolve such issues, and educate employees on optimal operational adjustments. I worked closely with the leadership team to establish group expectations, trained them on frameworks for organizational decision making and highlighted conflicting priorities. In addition, I researched and presented software tools that would optimize the clunky, disconnected and untrained ways in which tasks were currently being completed.

Owned mission critical KPI's and responsible for work related to WOW performance.Developed and maintained weekly, data-driven reports that showcased department work quality.Taught continuous improvement tools and frameworks to new hires, coached current employees on improvement projects, led teams towards achieving priorities based on high impact/low ease of implementation scale.

Led day-to-day activities as primary touchpoint for newest center on-campus, working directly withmajor donors, PhD's, staff and students to develop and deliver courses and programs.Recruited, hired, trained, and managed team of students to develop industry-ready skills and behaviors through their contributions to the operations and marketing of Goff Strategic Leadership Center.

Only manager (of 70+ nationwide) to receive both internal performance awards that recognize the top 5% of managers: 2018 Manager Circle of Excellence & 2018 Recruiting Circle of ExcellenceManaged team of 14 sales reps over a tri-state region to grow revenue from $42MM to $55MM in 18 months.

Joined brewery as form of personal hobby and developed into critical member of small business unit.

Managed partnership and sponsorship activations between CPG companies, brands and sports and entertainment properties; bringing programs to fruition from ideation through execution. Includes extensive management of client relationships, consumer-facing omnichannel campaigns, and internal event management. Clients served include: Colgate-Palmolive, The Kroger Co., Unilever, Disney Consumer Products, Tyson Foods, MARS Inc.

As a member of a rotational training program, I worked on multiple teams throughout the year in departments showcasing adaptability and quick learning capabilities in a technical workplace. During my 1.5 year term, I served as a quality service representative, IT change management coordinator and technical support staff for Microsoft SharePoint. Planning and Supply Chain Management: Supported scheduling and planning management for production of 2 billion pieces annually involving over 40 machines and 800 employees at a multi-million dollar facility; led daily meetings assessing the productivity of the plant with the plant director, lead floor men, and other operations personnel, ensured efficient and effective production and distribution.Recruiting and Interviewing: Planned and assisted multiple recruiting activities including career fairs, informational sessions, first round interviews and third round final interview events.IT: Microsoft SharePoint consultant and project manager. Accomplishments include creating an accounting site that will eliminate a $5 million variance write-off, contributing to the structure and development of executive, bottom line management site, and developing extensive SOP and troubleshooting documentation.Process Improvement: As a leader in printing technologies, Quad supported their technical and business processes with Lean/Six Sigma. While in technical rotations, I was involved in Kaizen events and implementation. During business-centric rotations, I identified, created and implemented numerous SOPs for the given rotation. Merger and Acquisition Integration: Quad purchased multiple companies during my tenure, both local and international in footprint. Each department rotation included a host of strategies and program implementations for integrating the newly acquired counterparts.

Following two years of interning at the University of Michigan Football Office in the Recruiting Department, asked to expand my position to a daily role that included more hands-on experience and leadership opportunity. I worked directly for the football coaches and staff. It was exhilarating and humbling; no task is too big and no reason is too small. Exposure to uncounted VIPs that required stark planning and swift decision making. Throughout the three years, assisted recruiting staff with management of guests at home games and recruiting events, collaborated with coaches and administrative staff to complete information management, event coordination, and tours of campus/athletic facilities. In final year, led team of 20 additional interns during events by assigning tasks and directing large groups. Pre-event logistics, on-site management, registration, and post-event follow up were a focus each week.

Assuming a position as a campus tour guide was supplementary to my position working with the football team. NCAA regulations require students be certified by the campus admissions office in order to interact or assist in running high school recruitment activities. That being said, I learned a great deal about coordinating large groups, understanding and reacting to the needs of attendees, and utilizing knowledge and experience on the fly.Due to my campus involvement, I have been featured on the University of Michigan website multiple times:

In this role, I fulfilled the role of front office coordinator by addressing visitors and directing phone calls, organizing facility tours and running field trips/birthday parties for groups of 20-40 children and adults. I also created advertisements and promotions for the Plymouth Whalers hockey team, movie theater sales, and marketing programs resulting in increased customers and improved sales.