Responsibilities:Independently conduct customer engagements ranging from weeks to months.Manage the design, deployment, testing, and documentation of People.ai solutions.Coordinate team activities for a 4 person team ensuring completion of the project on schedule and within budget constraints.Track project issues and facilitate or escalate resolution as necessary. Be the central point of identification and management of project risk.Provide project status reports to executives.Track and report on revenue across my book of business.Engaged with prospects to sell the customer by showing expected value return points during the onboarding process, answer technical questions, and overviewing the onboarding process to alleviate any concerns.Achievements:Completed over 30 onboarding’s on time and under budget, managing up to 7 projects simultaneously. Created and showed proof of concept for a new project plan to reduce the average time of onboarding from 3 months to 3 weeks using agile methodologies, allowing for an increased team productivity of 100%.Piloted a new deployment program and filled the role of both Project Manager and Implementation Consultant, reducing the work force needed for onboarding customers by 66%.Volunteered to fill the role of Commercial CSM; Coordinated with Business Champions and Executive Buyers on product demos, new capabilities, and demonstrated return on investment to close 7 renewals totaling $50k ARR.

Working as a Program Manager Intern for the Amazon Devices Beta and Trials team. In this role, I am running a new program to raise customer satisfaction and participation through the use of creative and innovative incentive packages, leading to more streamlined and efficient beta testing programs. Through data analysis and survey responses, I am iterating the program to provide greater insight into the customer's drives and mentality to provide a data-driven recommendation for greater adaptation into future beta programs.

As Flag Secretary I have two distinct roles. I serve an Executive Assistant to the Admiral in charge of Carrier Strike Group THREE and I am the Assistant Chief of Staff for Administration and Manning.As the Assistant Chief of Staff for Administration and Manning, I am in charge of the administration, people management, and $180,000 yearly budget for the 74 person staff. I am responsible for tracking and reporting any manning shortfalls of 7 ships and 8 aviation squadrons at weekly Strike Group strategy/planning meetings with the Admiral, Chief of Staff, and other Assistant Chiefs of Staff. Currently, I am also the COVID manager, responsible for the tracking of possible COVID cases for all 7,000 people of the carrier strike group. I also advise the Admiral and staff members on the guidance released from the Department of Defense and the Center for Disease Control.As an Executive Assistant to the Admiral, I assist in coordinating the daily routine of the Commander for Strike Group THREE. In this role I have worked closely with and built strong relationships with senior leaders in the military to deliver products for my boss. In this role, I also serve as the Admiral's speechwriter. I have coordinated with Public Affairs Officer’s to set up flag level community engagements and composed 7 speeches for the Admiral, for community and inter-military speaking engagements for venues of up to 200 people.

BreakLine Tech is designed to help veterans pivot into their careers in technology. The program provides a combination of in-depth discussions with industry leaders, classroom learning with distinguished faculty, and onsite visits with top tech companies. Veterans get an inside view into leading organizations while building their professional network.

In this role I was an operations team lead/project manager for teams ranging from 8-16 people, which gave me experience delivering results leading both highly technical and cross-functional teams in a fast-paced environment. I planned maintenance, training, and assisted with the overall operations of the submarine. In this role, I was taught to "sell my solutions" which involved relating the functional constraints, requirements, and expected timeline for both technical and operational problems to a non-technical stakeholder to obtain buy-in and support for the operational teams.Specific accomplishments include:-Conducting 30 hours of Nuclear training, involving public speaking and crowd participation to groups of up to 80 individuals.-1 year as an operational team lead for the Nuclear Machinery Division, coordinating and approving routine and corrective maintenance, planning and conducting training, ensuring the use of best practices, and reviewing Quality Assurance of the work taking place.-As Engineering Officer of the Watch (Shift Manager), I coordinated 2000 hrs of nuclear plant operations and maintenance, often de-conflicting competing priorities to maximize the capability of the submarine under changing conditions.-As Contact Manager and Officer of the Deck (Operations Team Lead), I safely navigated the submarine in dense maritime traffic for 1200 hrs. This required quick problem solving and integrating a team of 15 members in the data-driven decision-making process.-With 48 hrs notice, I lead the operations team in charge of making preparations for managing the submarine to weather a CAT 4 Hurricane. This included the people management and preparations for multiple emergencies due to a potential loss of power.-Qualified Engineer Officer by US Navy Naval Reactors.-Total time at sea of 15 months, including one pacific deployment with port calls in Japan and Guam.

I served as a Department Head on USS Santa Fe while the position was left empty for 3 months. In this position I was an operational team lead for a cross-function team of 40 people, reporting directly to the Submarine Commander. My job included operational planning, people management, and routine and corrective maintenance management.My accomplishments during my time in this role are:-Leading the training, planning, and execution of the complex project of offloading 21 torpedoes and 12 Tomahawks with zero safety incidents. Due to the thorough preparation, we increased our efficiency by 66% completing the offload in 2 days instead of the normal 3.-Leading the training 135 personnel in security knowledge including holding bi-weekly practical evaluations. My team and I assessed and providing feedback and lessons learned after each practical exam to raise the level of knowledge and proficiency for the command, leading to a score of Excellent in a Force Protection assessment for the Submarine consisting of a records review and a practical evaluation.

This was the second phase of the nuclear training to become qualified to operated a Navy nuclear power plant onboard nuclear-powered ships. This phase focused on gaining hands-on experience running the day to day operations and maintenance of the power plant as well as the systems knowledge and interworking of a nuclear power plant through a self-paced program. This program taught me to manage an operations team as well as learn new material and quickly apply that material in a fast-paced environment.