As a peer leader, I assist 20 incoming freshman during their first semester in Mays Business School. My partner and I create presentations and lessons over professional development and academic success strategies. Every Friday, we teach the curriculum we created to our students. Outside of class, we build relationships with our students and provide personal, academic, and social advice.

As an operations management intern, I worked within and HEB store and observed how great leaders leverage relationships and morals to run a successful business. I had the opportunity to spend time in nearly every department learning everything from inventory management to product placement to baking bread.The objective of my project was to improve the store's training completion percentage, My approach was to motivate department managers to take ownership of training by communicating the incentives and importance of training. I did this through speaking in manager meetings and sending out a weekly email to the team. I also wanted to make information about training as easily available to all of the managers, so I developed reports that I sent out weekly in my emails. At the end of my project, I saw success through the people more so than the numbers. Leaders in the store were more proactive about their department's training. To ensure the longevity of my project, I created a 36-page visual training aid so that anyone could replicate the reports I had been creating.

I worked with food and customers to create a pleasant ordering and eating experience. I navigated a unique power dynamic. The shift managers and the majority of our team were all close friends. Managers not wanting to use their authority against their friends resulted in our team overlooking small tasks. Having worked three previous food service jobs, I understood the importance of attention to detail in the food industry, so I used downtime to complete nonessential yet beneficial tasks. In doing so, I encouraged my team members to work harder and showed them what to do when there were no orders to fulfill.

Interacted with customers at the register and prepared sandwiches. Upheld the company's promise to deliver "freaky fast" service.

Experienced the grand opening of our location. Worked in a fast-paced environment while preparing up to five bowls of noodles at a time. The majority of our team members and management were new as of the grand opening, so there was an opportunity for everyone to step up and lead. Within a month, my manager recognized my ability to learn quickly and assist others, so I earned a promotion to train new employees.

I worked at the register serving customers and in the kitchen preparing food on a make-to-stock basis. I was responsible for anticipating demand and managing waste from expiration. As the only teenager working at the store, I learned to conduct myself professionally with coworkers and customers. I had weekly shifts as the sole person in the kitchen, so I had to independently balance preparing food with cleaning and preparing for the next shift.