ICAP is a program of the Virginia Small Business Development Network at George Mason University. ICAP helps inventors and entrepreneurs take the right first steps in bringing new products and technologies to market, by helping them define their unique business models using Lean Startup methodologies as taught in the National Science Foundation's I-Corps program.• Manages program’s day-to-day operations, including working with over 30 partners at 10 locations throughout Virginia, and more than 300 participating teams – which have generated almost $20M in impact • Creates and refines program materials and processes to improve program efficiency and effectiveness • Trains partners and teaching team on program policies and procedures, including ongoing programmatic updates • Coaches teams as an adjunct to assist with their customer discovery efforts and instill an understanding of Lean Startup methodology

As the Director of Business Development, I am responsible for reviewing and understanding the best market opportunities for the organization. To accomplish this, my time is spent conducting research, learning about new markets and market opportunities, analyzing data, creating strategies, connecting with industry insiders, developing partnerships, constructing marketing plans, and executing – and modify as needed – those plans to increase revenue and profits. • Researches, analyzes, develops, executes, and manages thorough business strategies for multiple industries and markets; currently oversees development of 1 previously established and 3 new industries across all markets• Creates brand awareness through industry publications; 4 articles published and 4 more set to publish in 2018 • Cultivates partnerships in new and existing markets; doubled North American and tripled Asian partnerships• Expands product usage to new industries; 2 new industries added in year 1 and a 4th industry by end of Q1 2018

Valkyrie Systems Aerospace uses advanced drone technology to transform military operations and save lives. Valkyrie’s engineers have merged the power of a jet fighter with the heavy lift capability of a helicopter into two distinct aircraft systems – the Eagle and the Guardian. • Develops and updates business plans and financial projections for multiple customer segments• Creates projections for economic impact and jobs creation, including projections for a successful tax incentaive application in Oklahoma • Provides business advise and support to the executive leadership

As a mentor for GWU's KIC Program, I assisted early-stage, high-tech Korean university and business teams with their customer discovery efforts in the US using Lean Startup methodology.

As part of the US Chamber's Hiring Our Heroes Military Spouse Fellowship Program, I took part in a 6-week internship with BAH's Strategic Innovation Group. During this time, I completed a research project to help the department have a better understanding of the competitive landscape.

As a Graduate Assistant - Business Consultant for the Nevada Small Business Development Center (NSBDC), I worked with clients ranging from entrepreneurs with an idea to current business owners wanting to expand. The services I provided included creating and reviewing business plans, developing unique marketing strategies, generating financial projects and connecting clients with the specific training and resources to assist them in reaching their goals.• Provided technical assistance as project manager to over 50 clients by building and reviewing business plans, financial statements and projections, marketing plans, and customer development and sales strategies • Assisted clients in raising over $18 million in capital funding and loans from private and public sources • Recruited, trained, and oversaw 8 marketing, graphic design, research, and finance staff • Conducted an organizational review of the NSBDC that resulted in the creation of a streamlined hiring and onboarding procedure, updated staff training process, and cited key organizational issues with plans to address each

As a Human Resources Coordinator, I was responsible for the entire hiring and onboarding process for a 380-bed medical center. This included understanding patient and seasonal trends to ensure proper staffing levels were met, coordinating with department directors, and facilitating new staff orientations.• Analyzed daily patient census and productivity data, with hospital directors, to determine and meet staffing needs • Oversaw onboarding of new staff, which included facilitating orientation sessions, for a 3,000-employee hospital• Managed a position tracking system to accurately monitor the 50 to 100 positions filled each month• Reviewed current and historical data and practices to verify proper procedures were being followed in compliance with hospital policies and The Joint Commission on Accreditation of Healthcare Organizations

As the Director of Expansion and Recruitment, I oversaw a number of areas of operation. First, I managed a team to implement related portions of organization's strategic plan. That is broken down into expansion and recruitment. For expansion, I worked to select the campuses where Sigma Nu will open new chapters. And for recruitment, I oversaw all related resources and programs related. Overall, it was developing plans for our department to operate at the highest level.• Improved department operations; reduced annual budget while increasing output; trained and supervised 7 consultants based on an improved training program; and doubled project social media reach and followers• Developed and implemented customized business and marketing strategies, specific to stakeholder needs, which included organizational and growth planning, fundraising and social media strategies, and lead generation• Established surveys and metrics to measure results and assess the effectiveness of projects, and then used the results to improve and generate new programs and resources to fulfill stakeholder needs• Managed application and selection process, including criteria requirements, for thousands of potential members • Trained over 1,000 members and alumni mentors on topics ranging from strategic planning and goal setting to leadership development and team building; also organized outreach events on over 70 university campuses• Organization grew 15% from 2010 to 2014, with the department responsible for 42% of the top performing groups

In collaboration with the Director of Expansion, I co-managed the Expansion and Recruitment Department and we ran the operations of each area. This included managing the Expansion and Recruitment consultants, reviewing all joint programs and standing in when the other was absent. Additionally, I oversaw the development of new recruitment programs and resources for undergraduates and alumni, as well as the advancement of all current programming. During my time as the Director of Recruitment, I continued to build upon the Fraternity’s values-based recruitment efforts, and worked directly with over 50 chapters across the country.

As an Expansion and Recruitment Consultant, I had the primary responsibility of be project manager in the creation of new organizations focused on leadership development. This included marketing on a passive and active level, conducting hundreds of interviews, selecting the right people for the organization, forming key partnerships with other organizations, event planning, in-depth training and consistent follow up. In addition, I worked with individual existing groups to assist in improving their values-based recruitment efforts.

As a Leadership Consultant, I provided customized support for over 25 groups across the Central United States. The services provided included individual meetings with officers to review their programs and plans, meetings with committees to focus and improve their efforts, as well as facilitating workshops and leadership development programming to the entire group. The topics covered included time management, professionalism and etiquette, budgeting, event planning, networking and organizational development.

Providing front-line customer service as a bank teller, I was responsible for circulating in the lobby to assist those visiting the branch, as well as working behind the counter to process the banking transitions required by each customer. I managed a cash draw with a daily average between $10,000 and $20,000, and give overrides to junior tellers to help minimize incorrect, high-dollar, transitions. Additionally, I was recognized as a top three seller of banking products for that branch (compared to all employees while I was working part-time).