FLORMOSURA INC. is a Floral Design and hospitality business in the Miami & Fort Lauderdale area of South Florida.We focus on providing floral design solutions for Business and Corporate needs. Our services include, but are not limited to; stage/set design, meeting/conference event florals, editorial photography, social media photo design, gift giving, and VIP focused events like flower bar services and workshops. Our primary industries of service are fashion, liquor brands, beauty and lifestyle brands, and hotel & restaurants through our subscription service. While I also hold operations and administration responsibilities, my main focus is expanding and improving revenue generating systems through online sales, residential and business subscription services, our social media reach, cold calling, business networking, CRM, and driving our rental sales and service with our multi-use studio space in Fort Lauderdale.FLORMOSURA has experienced 50%-100% growth annually in each year of business (4).

COTE Miami is a Michelin Star Restaurant. I proudly executed Michelin star service, salesmanship, hospitality, and attention to detail.

Prime 112 was recently ranked at #9 of the top 100 grossing restaurants in the United States. Prime 112 grossed $23.5 million in a small 185 seat restaurant. We specialized in fine dry aged domestic beef, A5 graded Japanese Wagyu beef, local and fresh seafood and shellfish; and of course a fabulous and extensive wine list.

My two years at STU was an amazing success, I also had the opportunity to teach as an adjunct professor for two semesters. I was able to meet many of my short term goals of Community Service requirements for club and organization members, a new student paper, a new commitment and revamped social media effort, and a new monthly curriculum of leadership development which was carried out through our new Leadership and Life Skill Lecture Series which we hosted monthly. Our long term goals were tied to policy change. We had four (4) policies in mind to address the unique challenges of the University (80% commuter, high transfer in/out numbers, high percentage of international students, and that 90% of our students were FRAG grant eligible). We met 2 out of our 4 goals.GOALS ATTAINED:1. The COMMON HOUR, went into scheduling Fall 2013, to take place every Wednesday from 12:15-1:30. It is a free hour of the weekly schedule, to be used for leadership training, lectures, debates, meetings, and other engagement opportunities. This was a great victory for our goals for the campus moving forward.2. Student Clubs and Organizations funding requirement and community service link. This was done to ensure that all clubs and organizations were contributing members of our community, we required semesterly SOCIAL, EDUCATIONAL, and CIVIC ENGAGEMENT programs. The clubs are our direct access to the student body, especially the 80% commuter population.

I was recruited to plan a bus system for the highest priority client group of the 2010 Winter Olympics, the Olympic Family. The service levels were very high, as were the expectations. Once the plan was developed; I recruited a partner and together we hired a team to execute the plan. The Olympic Family consisted of the International Olympic Committee (IOC), the IOC's Executive Board, International Dignitaries, and Top Corporate Sponsors (Coca-Cola, Samsung, McDonalds). We scored overall approval rating by OF members that utilized our services of 97%.

I helped raise over $100,000 in annual contributions and $1,000,000 in Major gift contributions (major Big House renovation project and Basketball Practice facility) while I was at the University of Michigan. I had two roles at Michigan; beyond the fund raising, I also worked in event planning, operations, and management. These events were associated with fund raising motives, designed to cultivate relationships with donors and corporate partners.-NACDA & NAADD membership and attendance.

Direct assistant to the Director of Athletics.While working at St. Thomas University, we took on these unique projects:1. Reinstated Men's & Woman's Basketball Programs, which had been cut for budgetary reasons 10+ years prior. The inaugural season was during the 2007-2008 School year.2. Began the exploratory planning and process of our transition from NAIA, Division II to NCAA, Division II.3. Raised funds and made plans for the school’s first ever Indoor Athletics Facility. The project is scheduled for an August 2009 completion. Activities and Societies: Graduate Assistant under Director of Athletics, Laura Courtley-Todd, at the NAIA Division II Athletics Department.