AI-EOU is a forward-thinking business advisory firm specializing in AI-enabled technologies for small and midsize businesses. Our mission is to empower businesses to harness the power of AI for growth, efficiency, and increased profitability, leveraging our Evolve Optimize Unleash model.

When Bridgestone decided to create a startup venture to bring tire and light automotive services directly to customers' homes or offices, executive management selected me to serve on this group's leadership team.I've gotten to flex my startup muscles in collaboration with my fellow founders to develop a vision and roadmap for our service. My role focuses on our back office and support operations, including:» Technician/Field Support – Our dispatch and product sourcing systems» Customer Support – Systems that manage customer calls and appointments» Van Build and Upfit – Equipment and SOPs for Technicians to be effective day-to-day» Overall Systems Ownership – Interfacing with outside vendors and internal partners to deliver on operational and customer-facing system needsI lead a 25+ person organization of developers, designers 3rd-party vendors. I recruited and hired my internal team, and provided them the resources and support to design, develop, deploy, maintain and update our systems. This dynamic team was responsible for creating, integrating, testing and launching our website and backend operating system in just 60 days. This system has been key in our ability to scale from 1 van in 1 market to over 96 vans across 19 markets in the southeast US. We strive to continually make our systems more effective to improve our technicians' efficiency in the field.Through our efforts, Bridgestone has been able to reinvent consumer automotive repair, taking hassle out of the process while providing convenience and the high level of trusted service that's a hallmark of the Bridgestone and Firestone brands.

I was promoted to this management role to lead a 35+ member team in support of the day-to-day system functions for Bridgestone Retail Operations' 2300 retail store locations. These systems included call center, security, development, asset handling and business analysis.I worked closely with the group's president and other business leaders to build out a roadmap of system functionality that would support our strategic goals. I also maintained our $15M+ IT budget and managed relationships with key vendor accounts.During my tenure, I managed a major turnaround in our development strategy, transitioning from Waterfall to Agile methodology. By obtaining buy-in from the team and giving them extensive training, we were able to see immediate transformation, with a 300% increase in productivity as we went from 4 releases per year to 12. This translated to quicker fixes and more relevant solutions for our customers and led to better team collaboration and systems improvements.I also brought more automation to our retail stores, starting with an automated Outside Purchasing Program. This simplified our retail stores' vendor payment processes and automated the approval and payment of about 34,000 invoices per day.Building on that project, I led efforts to digitize our hardcopy invoice formats. This allowed us to eliminate dot-matrix printers from all 2300 retail store locations and realize significant cost savings.

In my first role at Bridgestone, I worked across several business units and managed multiple complex relationships to ensure successful delivery of IT-related business needs. This included developing and presenting business case materials for Advisory Councils, Review Boards, and IT Governance meetings. My efforts helped raise $4.5M for a commercial-related project.Additionally, I provided oversight to project teams to keep projects on scope and ensure successful delivery. I also provided training, coaching and mentorship to teammates.

I was promoted to introduce and champion Six Sigma methodology within Eco-Energy to improve our business processes.I partnered with key stakeholders to assess and identify where Six Sigma could be best implemented within the company, and I managed cross-functional teams to facilitate projects to achieve desired efficiencies. Our efforts realized over $300K in Year One.I also built a Six Sigma training platform to provide training opportunities for team members while managing a robust review process for selecting, scoping, and prioritizing projects.

I was brought into Eco-Energy to bring stabilization to a financial system the company had implemented. Within a year I was able to deliver the desired level of stability, and then I continued to provide ongoing support for it while I was earning my MBA.

Business consulting firm with an emphasis on project management as well as startup strategy and implementation• Consulted with business stakeholders to provide analysis of business plans for various startups (i.e. sporting goods, transportation, software, web) and prepare presentations for investors• Identified and developed growth strategies and operational improvements

I ran for office as an independent candidate, looking to bring a new voice to our government. As part of my campaign, I organized a core group of volunteers and raised funds.While my campaign didn't get the results I'd hoped for at the polls, I still consider this to be a rewarding experience in that I learned what it takes to develop a platform, understand my district's constituents, build strong relationships, inspire volunteers and fund a campaign.

• Project manager responsible for the implementation of various modules of the JD Edwards ERP system• Gathered performance requirements for new distribution/shipping system, worked with development team to create custom system improvements to better support procedures for tracking and managing inventory• Identified opportunities for improved efficiencies in warehouse operational flow; proposed, designed and implemented a new warehouse layout to reduce pick/pack/ship time

• Recommended and implemented new processes and tools to help reduce month end close time• Liaised with international facilities to develop monthly inter-group financial reports (Inter-Company AR/AP) in order to address recurring EOM out-of-balance for inter-group transactions• Led multiple projects across multiple N. America locations

• Provided strategic planning for the adoption of new products, technology and tools to enhance service offerings• Managed all aspects of multi-phase project management. Met with client to identify expectations. Developed project scope, budget and timeline. Interviewed client personnel to performed requirements gathering. Configured management system to meet expectations and demands. Worked closely with developers to create custom interface, if needed.• Developed training manuals and trained client personnel on use and management of newly implemented applications

• Managed IT/IS department across multiple locations• Managed A/P and A/R departments to ensure proper remittance and receipt of payments while adhering to specified terms during transfer of ownership

Proficiency with various weapon systemsTactical battlefield trainingMultiple successful exits from in-fight aircraftB Co 1-504 PIR82nd Airborne DivisionFt. Bragg, NC