I work in the Consultant Design Bureau in the Highways and Engineering Division. There are three parts to my job:1) Manage term contracts for various services, including environmental engineering, bridge inspection, right-of-way acquisition, road design, cultural resources, non-destructive testing, and more.2) Manage the public involvement term contract and serve as a contract liaison for the seven public relations firms on that contract.3) Manage public involvement for projects managed by the Consultant Design Bureau.I have also helped the Transportation Alternatives Engineer draft and execute agreements with several local government agencies for the construction and preservation of pedestrian and bicycle facilities, recreational trails, and safe routes to school projects.

First marketing hire for a 22-year-old environmental remediation and emergency hazmat spill response company in Montana and Idaho. Operated as a marketing team of one. Headed up all marketing and business development activities. Responsible for both strategic and tactical marketing, business development, and capture planning. Reported to the president.

As a PTAC Advisor for the Washington Procurement Technical Assistance Center (now an APEX Accelerator) at Green River College, I helped Washington companies based in King County compete in the government marketplace. Due to COVID restrictions, all my work was conducted remotely, but I did relocate to Federal Way temporarily.

I helped Montana companies in Gallatin, Park, Madison, Broadwater, and Lewis & Clark Counties compete in the government marketplace. This was a continuation of the job I had been doing as an employee of the Montana State University TechLink Center since March 2015.When MSU decided to cease hosting a subcenter for the Montana PTAC (now an APEX Accelerator), leadership at Big Sky Economic Development, which hosts the statewide Montana PTAC program, decided to keep the Bozeman subcenter operational while they sought another organization to host it. No organization stepped up, so my office closed at the end of the program year (July 31, 2020).

The executive director of the TechLink Center at MSU was so impressed with my work on the Air Force SBIR/STTR economic impact study that he retained me as an employee beyond the end of the six-month project and kept finding other ways I could contribute to the organization. I collected data for some other economic impact studies, supported the communications director by writing nominations for the Federal Laboratory Consortium for Technology Transfer Awards, and managed an outreach program that taught MSU researchers and the founders of small, high-tech companies about the SBIR and STTR programs. When a subcenter for the Montana PTAC was established at MSU in the spring of 2015, I was recruited to staff it. Initially, I split time between the PTAC and the SBIR/STTR outreach program, but beginning July 1, 2017, I became a full-time PTAC counselor.

I was part of a team of researchers hired to collect data for a comprehensive study on the economic impact of the Air Force Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs. In addition to the data we collected through telephonic interviews, we also documented notable successes and collected supporting information so that writers and video producers could produce success stories for the Air Force to feature online and in printed publications.

I founded Brilliant Swim® in 2012 with the goal of shortening the performance feedback loop for swimmers. My company's first product, the PaceWatch™, was a slim, wearable pace clock that was simple to use and easy to see, enabling swimmers to focus on their swimming. It launched in the summer of 2013. We sold hundreds of units but decided in 2017 not to manufacture more. We had begun the development of a second product for the swimming market but suspended that work due to an existing patent.

I managed the day-to-day operations of the Microsoft Windows 8 Campus Tour at Montana State University. Participated in technical and program training to learn about Windows 8 prior to the start of the program. Managed all logistics of the Windows 8 interactive kiosk. Coordinated with MSU Bookstore contacts to set up and test the Windows 8 interactive kiosk before the tour launched. Trained and managed a team of student brand ambassadors. Led and participated in demonstrations. Managed student timesheet reporting, reconciliation, and submission. Communicated issues, progress, and successes regularly to the account management team.This was a temporary role. After my three-month term, I was asked by Encore Nationwide to manage another campus, but I had already accepted a job with TechLink by that time.

After ten years away from swimming, I saw a newspaper article about the local USA Swimming club and realized how much I had missed the sport, so I reached out and volunteered my services. The club did not allow volunteer coaches, but they hired me as an assistant coach. I coached wherever I was needed, but primarily the intermediate-to-advanced groups. The Barracudas won multiple state championships while I was on the staff and several swimmers I coached went on to swim in college.

I was hired as the communications officer for the Montana State University Foundation. When the MSU Foundation merged with the Montana State University Alumni Association, I took over communications for the combined organization. This included creative conception, design, writing, managing projects, managing vendors, managing social media accounts and websites, supervising communications staff, strategic planning, and more.I quit to start the company Brilliant Swim.

My responsibilities in this role were very similar to what I did at iWireless, but without the procurement and inventory management pieces. I worked with sales, marketing, the inventory manager, and the handset vendors to determine which phones and data devices we were going to carry, and I worked diligently on getting our equipment pricing in line with the nationwide carriers without blowing our subsidy budget out of the water. Much of my time and effort, though, was spent on marketing, merchandising, and product management activities related to the integration of the markets we acquired in Texas and Oklahoma. All markets were already using the Cellular One brand, which made some things easier, but the look and feel of marketing materials and in-store merchandising were slightly different, as was the tagline. Everything that we had two of had to become one, and the projects I was in charge of included the merging of the websites, e-commerce portals, rebate and referral programs, and the roadside assistance programs.

I was hired shortly after Chinook Wireless (which operated in Montana and Wyoming) rebranded to Cellular One and acquired former Dobson properties in Texas and Oklahoma from affiliates of AT&T. The first thing I did after being hired was fly to Canada for intensive training from Research in Motion in preparation for the launch of BlackBerry products and services in Montana and Wyoming. In addition to managing our field marketing team, I led cross-functional teams on various projects and managed our brand identity. I worked closely with the VP of marketing on strategy, creative direction, and budgeting.In the spring of 2009, company leadership decided they no longer wanted an in-market sales and marketing office. My boss (the VP of marketing), her boss (the COO), the product marketing manager, and my team of field marketing reps were all let go, along with other sales and marketing staff based in Missoula. I was asked to take over the product marketing manager role and move to the company headquarters in Wayne, Pennsylvania, which I did.

I wore many hats in this role. Managing the Warehouse & Fulfillment Department was a big part of it (forecasting, purchasing, vendor management, etc.), but I was also a product manager, working with sales and marketing to determine which phones, data devices, and accessories we would carry, and running pre-production test units through their paces. I even got involved in regulatory compliance, working with our corporate attorneys to document our efforts to comply with the FCC's hearing aid compatibility regulations. I also headed up many cross-functional projects, including the selection of a new handset insurance vendor and a redesign of our reverse logistics process.

iWireless (formerly Iowa Wireless) was a regional wireless carrier that was a joint venture between VoiceStream (now T-Mobile) and Iowa Network Services (now Aureon). Through a unique arrangement, iWireless owned the wireless licenses in the more densely populated areas and independent telephone companies (ITCs) owned the wireless licenses in the more rural areas. Each was responsible for building out and maintaining their portion of the network, but the voice and data services were all marketed under the same brand.In my role as the ITC marketing support specialist, I was essentially the head of wireless sales and marketing for the ITCs that paid iWireless for my services. I developed annual sales and marketing plans and associated budgets for each market and presented them to the ITC boards for approval. Once approved, I executed the plans, which included writing and distributing press releases, placing media buys, and securing sponsorships. I was also responsible for scouting out and recruiting authorized dealers, getting them up and running, and providing ongoing training and support. I wrote and delivered monthly status reports on each market to the ITCs.

Sold and leased new Toyota cars and trucks, new Yamaha WaveRunners, and used vehicles of all makes and models. I tried to swim against the tide and not be a stereotypical car salesman. It didn't work, but I did learn a few things about sales that I was able to use later in my career.

Directed all sales and marketing. Developed promotional, informational, and training materials. Hired, scheduled, trained and supervised tasting room employees. Composed and distributed press releases and advertising. Designed and executed marketing research. Coordinated promotions. Represented brewery at festivals, tastings, and retail accounts. Distributed product. Maintained gift shop inventory. Developed and managed internet-based communications, including the development of a company newsletter.

I accepted an entry-level position to get my foot in the door and was promoted one year later. I served visitors beer and root beer and rang up packaged beer and gift shop purchases. I also worked the bottling line on bottling days.

Provided instruction and leadership to support positive learning experiences for student participants at two separate high schools. Focused on developing individual and team success while emphasizing high moral values, pride of accomplishment, self-discipline, and self-confidence. Created new fundraising events, including a week-long summer swimming and diving camp.

Took over coaching duties from All-American Barb Pranger, who founded this USMS club in January 1995. Wrote workouts for, and provided instruction to, adult swimmers in two separate workout groups and facilities.

Developed marketing communications for local, regional, and national accounts in a wide range of mediums. Created concepts, wrote, edited, and proofread copy. Collaborated with graphic designers and video producers.