Leads a team of professional and student staff to support the technology needs of on-campus residents at the University of North Carolina at Chapel Hill and the professional staff of Carolina Housing.

My job at ResNET is to provide the professional staff with personalized support with any technical issue they face as well as take a consultative approach to their technology infrastructure needs to run programs and provide students with the best residential experience possible.I also mentor and support the team of student employees that work for ResNET who handle tier one technical issues for student residents at UNC. I'd be remiss if I didn't mention one of our most exciting infrastructure projects in Carolina Housing; the Carolina Gaming Arena. This is an inclusive space that houses over 30 high-end gaming PCs from Lenovo eSports as well as Playstation 4, Xbox One and Nintendo Switch gaming consoles. This is a place for students to engage with each other and learn about gaming.

I was the General Manager at Carolina Spirits, Inc. (Legends Nightclub) in downtown Raleigh, NC. Legends is an LGBTQ+ venue that has been a staple of the community for nearly 30 years. I was grateful to have spent five years there with staff that felt like family. We had many successes including genuine community outreach, large-scale special events and several consecutive years of revenue growth. I was proud to have redesigned many processes to increase the efficiency of operations and reduce costs.

- I began my career at PNC after the company acquired my previous employer, RBC Bank.- This position was an “agency-style” sales environment to proactively recruit salespeople to the PNC Bank Small Business team. - I searched for top talent through many channels including: LinkedIn, Internal Databases, Event Attendance and Cold Calling.- I screened potential candidates for qualifications before presenting to the Business Banking Recruiting Team.- I also consulted Line of Business Managers and other Recruiters on strategies for filling vacant roles.

- One of the things I enjoyed most at RBC was the collaboration on cross-functional project teams where we would solicit feedback from stakeholders to improve existing processes or create new processes to increase productivity and efficiency. - I was a key member of a team that designed a credit auto-scoring system that allowed us to make an automated decision on a loan within three hours instead of the lengthier, more employee-involved three day decision.- One of those projects was an electronic file migration program to reduce the overall amount of hard copy loan files. This saved us time by removing the necessity of searching for and maintaining physical copies of loan and customer documentation. It also saved us a great deal in printing and office supply costs.- I was appointed by our department manager to assist in the creation of team and individual assessments and development plans. - In the branches, I worked in collaboration with the Banking Center Manager and Operational Effectiveness Advisor to monitor banking center employee performance and compliance with policies. - I was a leader of intensive operational and service quality internal audits to prepare the team for federal and executive audits. - Some of my other responsibilities included the prevention of operational losses, mitigating risk of customer financial transactions, ensuring operational integrity, providing exceptional client service and increasing referral sales through the leadership and coaching of the branch teller staff. - As in many of my roles, I served as the primary resource for client problem resolution. - I also coached employees on customer service and other job related performance issues.

- I began honing my troubleshooting and problem solving skills by analyzing and improving HR effectiveness via systems and processes related to training, hiring, payroll, budget development, inventory management, accounts receivable, accounts payable and reporting methods.- One of my early projects was to design software-based solutions to make placing orders, making schedules and tracking inventory much more efficient and manageable. - I redesigned a new hire training program that was adopted by sister locations. - We created and organized a local store marketing team to develop business from the local community and create brand recognition. - I regularly screened talent, conducted interviews, and made final hiring decisions for all service staff.- I maintained employee database and files for compliance with applicable employment laws. - I had full accountability for dining room and bar operations of a $2 million/year full-service restaurant. - During my time at Jack Astor's, I effectively utilized labor cost optimization, inventory management, menu development, purchasing and production controls to achieve cost of sales targets.