Offering operational, sales, and training consultation, Three Rivers implements effective business strategies through a lens of DEIA, B2B, and education practices. Specializing in supporting asynchronous, global teams, Three Rivers pioneers in mind, body, and spirit connections in the workplace environment.

Joined the staff of U of Q in a departmental transitional period. Operations were just normalizing after COVID, and U of Q was being moved from Colorado Springs to Broomfield, CO. Capitalizing on my background of education, teaching, and bicycle mechanics, I helped reimagine operations at U of Q. As lead instructor for bicycle fit and Di2 training, my leadership helped to standardize an effective learning environment. Spearheaded Move to New Location:- Analyzed move requirements and requested needed resources, - Coordinated truck schedule to maximize resources,- Executed the move on time. Led Classroom Install in New Local:-Leveraged construction knowledge to lead installation of all classroom space,- Upcycled building materials to minimize capital expenditures,- Completed project on time and under budget. Driving Institute Improvements:- Standardization: reviewed all lessons to enusure a uniform student experience,- Training: setting lesson plans and lesson standards to streamline future instructor trainings,- Optimization: building out solutions for shared resources.

Supported the organization during the startup phase. Helped design and implement production floor layout and the production flow. Optimized production, QC, and shipping departments. Participated in the hiring process and contributed to the creation and cultivation of corporate leadership culture. Onboarded and trained all bicycle assemblers. Collaborated with the marketing department in planning, logistics, and execution of events. Activated community engagement through marketing events. Decreased bicycle build time 50% by streamlining processes: - Instituted build time tracking program to identify time-consuming procedures,- Created standardized build processes to address assembly chokepoints by utilizing tracked data,- Trained all builders in new workflow and explicated benefits of improved techniques.Established Quality Control (QC) Department to ensure build standardization:- Identified quantifiable data points for bicycle assembly,- Developed documentation for tracking build quality,- Implemented QC program guidelines and optimized QC process and reporting documentation. Utilized build knowledge to identify, track, and resolved 3 significant Quality Control (QC) issues: - Identified negative trend in the quality of manufactured parts and sought to solve issues immediately,- Collected parts and submitted them for testing, issued diagnosis and planned fix,- Documented complications and presented management with solutions.

Led install crews on bike shop remodel projects by scheduling benchmarks and managing the workflow on week-long shop installs. Specialized in resolving unusually challenging design elements. Adapted unique retail conditions while adhering to corporate branding guidelines. Reduced budgeted time and cost by creating and implementing project management strategies. Eliminated the need for more fixtures and expense by transforming building plans to real-world conditions: - Crosschecked physical measurements with given plans to optimize buildouts,- Negotiated between shop owners and corporate representatives to ensure best outcomes, - Identified mutual opportunities for brand expansion and support.Decreased install time via efficient management of installers and workflow: - Instituted a "10% rule" to eliminate costly expedited shipping,- Created a spreadsheet to calculate labor hours based on fixtures,- Managed excess valuable resources to support future opportunities.Oversaw installs in over 35 shops across 20 states by applying combined construction experience with bicycle expertise: - Applied understanding of market differences, retail psychology, and industry knowledge to fixture layout,- Integrated value ranked tiers and intuitive merchandising into design displays,- Trained shop managers and staff in merchandising fundamentals and best practices.

Joined the company in a supportive role during the rebuilding phase. Invested time in learning market demands. Pitched a marketing plan for a new product to the company CEO. The plan cemented the negotiation of exclusive US distribution with the factory owner. Based on the successful negotiations, was promoted to National Sales Manager and spearheaded the execution of the national branding and marketing campaign. Grew sales from $1.7M to $3M in 12 months: - Optimized online product listings, - Increased customer interest with professional 360-degree product views,- Produced videos demonstrating product use and value.Served as Brand Manager and established dealer network:- Led all branding and marketing efforts,- Managed all North American customer service,- Created and oversaw dealer network.Adopted role of Events Coordinator to mount 5-state trade and consumer show campaign:- Designed the fixtures and marketing materials,- Managed all logistics and staff,- Crafted experiential brand story focused on common rider experiences.

I worked as an English Teacher for SVA and helped the Academic Dean create the ESL curriculum.

At Easton, I was responsible for processing all North American warranty claims. I was responsible for logging, scheduling, and processing all the repairs.

I was the sole technician responsible for processing all North American warranty claims. I logged, scheduled, and processed all repairs.