As a member of the Account Management Organization at NetSuite, I am dedicated to helping all of my clients leverage the NetSuite platform as best as possible. Through building relationships based on trust and accountability, I strive to help my clients better understand opportunities where they can improve their technological environment and cut costs in the process. By educating my clients on NetSuite's latest updates and enhancements, we determine how these technologies can make them leaders within their respective industries. President's Club (FY2024)117% Annual ARR Quota Attainment - 1M ARR Total105% Annual Renewal Quota Attainment - 2.5M TotalAccount Management MVP - Products Division (FY2023)President's Club (FY2023)131% Annual ARR Quota Attainment - 1M ARR Total160% Annual Renewal Quota Attainment - 3.3M TotalPresident's Club (FY2022)157% Annual Quota Attainment - 1.1M ARR Total123% Annual Renewal Quota Attainment - 1.5M Total

As a Mid-Market Cloud Account Manager at Oracle, I specialize in helping companies in the New England region better understand Oracle's latest innovations in Cloud technologies and how they can be applied to their current IT initiatives. I strive to provide all my clients with the resources necessary so they can make the most informed decision possible. Whether it be in-person demos, webinars, or production-level Cloud environments, my goal is to help all my clients see the value in Oracle Cloud solutions in comparison to other major players in the Cloud field.Product SpecializationsOracle Cloud Infrastructure: Compute, Storage, NetworkingOracle Analytics CloudAutonomous Data WarehousingAutonomous Transaction Processing

As a Business Development Consultant at Oracle, I specialize in building B2B discussions around middleware, infrastructure, and cloud solutions. I mainly work with businesses in the Northeast region that maintain an annual revenue within the range of $500M to $2B. With each discussion, the goal is to help my clients better understand opportunities where they can capitalize on improving their current technological environment and cut costs in the process.I strive to provide complete transparency with every client on all Oracle technologies so we can determine if a partnership would be best for them at this time. At the very least, my hope is for each client to attain a stronger understanding of Oracle's newest technologies and how they align with current business needs after connecting with my team.Product Specializations:CloudIntegrationData WarehousingDatabaseContainerizationVirtualizationDevOpsDisaster RecoveryFull-Stack MonitoringSecurity/CASB

I became a brother of the Epsilon-Delta chapter of Tau Kappa Epsilon fraternity in May 2016. During my first semester as a brother, I was elected to the position of Chapter Treasurer by the other 81 active brothers. The treasurer position is one of the eight officer roles within this organization. Those who are elected as officers are considered leaders within the fraternity. As an officer, I worked with the seven other officers and the 9 chair positions to handle many of the important challenges that the organization faced during my term such as meeting our yearly fraternal key performance indicators. At the end of the first half of my term, my fraternity was recognized with the Top TKE award for the first time in the chapter's existence. The Top TKE award is given to the top 15 chapters that exhibit excellence in all seven KPI fields. There is a total 246 active TKE chapters in the United States to put this in perspective. The KPIs mainly focus on philanthropy, fundraising, recruitment, and academic efforts. As the Chapter Treasurer, my main tasks included collecting local and national dues from all active brothers, budgeting for all 17 chapter positions, determining the proper funding needed for each chapter event, and maintaining a database of all chapter expenses. The total budget for the chapter's local expenses this past semester was $18,353.87.As a college student, money can be tight for a lot of people which made collecting chapter dues from all 81 members a very difficult task. However, in my two semesters as Chapter Treasurer, I achieved 94% and 93% of total dues collection respectively which is not perfect but I am still proud of those numbers. I implemented a third party collection service which helped a tremendous amount with collecting the chapter dues. I believe that I have grown the most from this position versus with my other work experiences due to all the knowledge and skills that I gained through this experience.

After a successful summer as an Operations intern for the stores in the Greater Boston region, Speedway LLC rehired me as one of the 22 Corporate Operations interns in the company for the following summer. With this new position, I was given much more responsibility which translated into even better experience in the field. On a typical day, I would view the monthly and yearly key performance indicators (KPIs) of my region and determine which managers to consult with based on the KPIs that were most concerning. One of the main KPIs that I focused on was the new hire training KPI. During my internship, Speedway was implementing a new hire training program where they would electronically track how well new hires followed the program. I was asked to help each of the managers in my region meet this KPI by holding training classes and meeting with each new hire to explain the training program on the new hire's first day of work. I developed a training booklet for all of my managers to follow to help them understanding the training process and as a result, the new hire retention rate in my region rose from 40% to 85%. Due to my region's success with hitting this KPI, I was asked to make a presentation explaining the steps involved with this project for District Managers within my area in hopes that they could continue this process after I went back to school in the fall. At the end of my internship, I was flown out to Ohio to meet with executives and present solutions to corporate problems that I came across with my experience. With this task, I worked with four other corporate interns in other departments of the company to develop solutions to certain problems and to present our solutions to a room of executives.

The responsibilities of this position included supervising the daily tasks of each manager in the district, analyzing sales and reward program statistics, and conducting projects focused on enhancing business activities in relation to our competitors. I was in communication with general, district, and regional managers to better understand the areas in which we need to see improvement.Through this internship, I built upon my communication and consulting skills. As a 19 year old who had worked for this company for less than a month, I was asked to meet with General Managers and provide advice on how they can improve their store's overall performance. It was crucial that I communicate with each of these managers in the best way that suited each manager's personality so that I would not offend any of them. I needed to convey to each of the managers that I was not trying to act as their boss, but instead as a beneficial resource that can be used to help them succeed. The skills and lessons I gained in overcoming this challenge was one of my biggest takeaways from this internship.

My responsibilities included mentoring new employees on efficient ways to perform our jobs, enhancing the residential community by maintaining a picturesque appearance of all public parks and fields, building strong connections with event planners by consistently providing quality park maintenance in a timely manner, and delegating tasks to coworkers based on ability and willingness to do the work.

I spent the second semester of my senior year in high school mastering and manipulating data with the use of Microsoft Excel. With this internship, I was asked to use excel to better represent the data that was provided by my mentor along with various other tasks.