Leading a team of 25 employees, including multiple managers, that is providing exceptional customer service and maximizing profits at the Colorado Springs airport Hertz and Dollar facility.

As the branch manager, I was responsible for increasing the revenue of this $2 million a year location. I ran a successful operation by developing my employees into future leaders, using my refined sales skills to grow business and make connections through outside sales, as well as using my resources for clarity.

In this role I perfected my sales and customer service skills that I learned from being a manager trainee. I was given more responsibilities from my manager, especially back office tasks. I also started to develop my managerial style and attend more meetings with managers. During this time, my manager would often times work at a different location and let me run the branch for a few days.

I learned the ins and outs of the Hertz company as well as familiarized myself with the different products and vehicles that we provided. I was taught the sales process and how to conduct premier customer service. During my time in this role I was able to perform rentals from start to finish and sell additional products to customers.

I was trained extensively in Salesforce and Plansource's software. While on a team, I used Saleforce to create and send out quotes to clients using our human resources software.

I worked forty hours a week in the healthcare industry, transferring all paper documents into an electronic form. Once they were digital, I uploaded the documents in the ClinicalWorks software and organized the documents in specific folders based on the patient and what kind of procedure was done. I was also tasked with the responsibility of completing some of the physicians, nurses, and PA's tasks, in order to keep them on schedule with their busy day.

Being president of the Phi Sigma Kappa chapter at Auburn University has given me crucial management experience that I can bring with me into the work force. There are really three different jobs in one as president. I informed the members of the chapter what is going on, what we are working on, and I also listened to what they want to be improved. Most of this happened during our weekly chapter meetings, where I conducted a meeting in front of everyone in the chapter. Running these meetings taught me to be organized by writing agendas and keeping things in the same structure every week. These meetings also gave me confidence to speak in front of a mass of people, which I had never done before, as well as how to keep their attention.As president, I was in charge of running a team, or our executive board. There are five other members and myself that make up this team. Our job was to work together and to keep the fraternity running, while also implementing new ideas and events to help us grow. An idea that we brought to life was the first annual parents weekend. We too have weekly meetings with just the six of us although, I ran these meetings much differently than the chapter meetings. Executive board meetings are more personal and I was able to see how each individual is doing with their assigned tasks and can provide assistance if I need to.The third part of the job was reporting to and communicating with advisors, nationals, and university directors. Every week I had a meeting with our advisor where we talk about finances, upcoming events, and overall happiness in the fraternity. Every two weeks I had a formal meeting with the greek life advisor at Auburn and with the other fraternity presidents about safety and policies. All of these meetings I went into with data and notes so that I am prepared and can show them the work that my team has been doing.Being president of an organization has taught me many skills that will be essential going forward.

Working at Indian River Preserve Golf Club gave me experience in time management and making connections through interactions with customers. Since I worked during the offseason for this golf course, there was only one employee that was in charge of all of the carts, maintenance and being the starter. All of this kept me extremely busy and forced me to manage my time more efficiently. By the second week on the job I had adopted a routine. First, I would get all of the carts out of the barn and send out the first wave of customers. While the first wave was out on the course, I would then do all the maintenance that needed to be done. Then once the first wave came in, I would wash the carts and put the ones with enough gas back out and leave the ones without gas to the side. I would then send the second wave of golfers out, then I would fill the carts up with gas and start to clean for the end of the day. If I got off this schedule I would often times find myself behind and would have to play catch up for the rest of the day. The part of the job that I enjoyed the most was talking to the customers and getting to know the regulars. The time that I could really talk to them was when I was the starter. I would check them in, give them a cart, and tell them what time they were to begin their round. I would also ask them how their day was and really get to know each person that I interacted with.