Products & Projects

Problem

There are several sports and education organizations, however, there are few that connect sports and education via in person and virtual delivery. Even fewer organizations recognize the need for wholistic programming that are diverse and emphasize equity regardless of a child’s demographic.

Solution

Develop a start up that provides access for all children via in person and virtual programming

Process

Lean/Agile Start Up

• Demographic research of the intended community
• Collected informal surveys from targeted communities
• Analyzed data and need
• Launched free programs in multiple communities within the 70-mile radius
• Assessed participants to find out what they liked and disliked
• Developed paid programming at one location
• Received feedback, and hired a marketing firm
• Pushed out programming in three locations, and a fourth location out of state
• Collected data from customer feedback
• Year four, purchased a campus that would be used as a company headquarters
• Year six pushed out four seasonal locations, one national location, and a revolving revenue model
• Franchised model

Problem

No formal, transparent, and standardized way of training staff, and a lack of automatic feedback once training has been completed. Additionally, client needed a cloud to store completed training that would be visible to their employees as well as their HR department.

Process

Lead the prioritization of the product backlog

• Facilitated the hire of a human resource lead work on/with crossfuctional LMS launch team
• Championed the product development process to accomplish client goals
• Successfully delivered an on time product.

Problem

Client was spending too much money purchasing a la carte recruitment services; i.e., career builder, care.com, etc. Client also did not have a centralized way of collecting applicant information and tracking them to the necessary parties. Finally, client needed a clean way of posting job descriptions on their company website.

Need

Lead a team to create a customized ATS

Process

• Owned the SaaS product road map prioritizing customer needs, aligning business objectives.
• Lead crossfunctional team in staying on track with backlog via sprints
• Piloted the beta version to a small group of users, to ensure a successful launch
• Evaluated feedback to ensure efficiency from the UX perspective, delivered product to client on budget and on time leading to <2x> increase in the amount of applicants, and decreased the amount of administrative staff per the client’s goals.

Problem

Organization scaled quickly with prospective partners consistently inquiring about potential sites for seasonal camps, after school enrichments, and childcare centers

Resolution

Developed a partnership with a national franchise organization in order to get insight on how to roll out a successful multi-site franchise, and market to potential franchisee owners

Process

Attended multiple franchise conventions and developed relationships with franchise personnel

• Hired an attorney who specializes in franchise agreement paperwork
• Streamlined all internal and external systems
• Oversaw and managed the creation of a company manual
• Developed electronic tracking systems in order for potential franchisee to get access to pertinent information and to “shop” for supplies they need
• Marketed the franchise to prospective franchisee owners

Problem

When COVID19 became an international pandemic it closed the doors to schools, gyms, and community centers so that organizations like Victory could not continue doing business. Victory created an app to sell to schools, community centers, and homeschool pods.

Process

Owned the product roadmap for the successful pivot from F2F programming to SaaS, B2B and B2C

• Pivoted on Victory Virtual drawing focus to social/emotional sports and STEAM episodes largely owing to Covid restricting outdoor activities of kids & ended up scaling it (3x) by envisioning, evolving ideas iteratively subjecting them to cycles of feedback over strategically planned phase-wise experimentation targeting homeschool families, underserved communities & school districts.

Problem

Victory was contacted by a school district to create a SaaS educational technology product; to promote mentorship, diversity, and STEAM (science, technology, engineering, art, and math)

Process

Developed concept for engaging curriculum that was fueled by animation, and interactive for the child user, enabling the user to watch the video and to demonstrate what they have learned

• Implemented the successful launch of an educational technology product that enabled a subscription based model and opportunities in the B2B and B2C space.

Problem

Dr. Avery is a solo doctor who presented with the following issues; system in place to manage call volumes, market doctor’s office, hire staff, and help with maximizing the space within the office, in order to create revenue streams

Process

Dr. Avery casted vision and communicated need and problem

• Healthcare Lead change management and communications initiatives for a client in the healthcare industry who was experiencing significant challenges with managing call volume, marketing, and staff recruitment and management. Guided 10 PCG staff to support with recruitment efforts in the form of an onsite job fair, including 30 onsite interviews and 15 successful hires for entry level healthcare administrative position. PCG onboarded and trained new associates.
• Cultivated buy-in from existing team to employ a cloud-based call center to support call volume which decreased staffing expenses <3x> and the cloud based answering service was able to answer 100% of phone calls increasing the rate of set appointments by <5x> resulting in more appointments, and additional revenue for client.
• Identified marketing strategies through social media by filming patient success stories and promoting client’s expertise in the field.

Problem

Client approached with an issue with his staff not getting along, jealousy, and a lack of confidentiality.

Process

• Researched and identified opportunities increase morale and encourage a medical team and their corporate culture. Created a full-day participatory training series customized for the unique challenges of this client. Through onsite training, guided over 35 medical staff through a variety of diverse modalities to support the change they were experiencing in their office. Completed surveys showed that 97% of the staff felt the training was productive and out of those 97%, 99% felt it would be beneficial to have PCG come back for another training course soon.

Problem

Multi-million-dollar special needs sports park needed a managers to develop streams of revenue, plan and implement events, create sports programming, and write grants

Process

Sat down with the board of directors (decorated board with commissioners, city officials, city managers, the Mayor, and local celebrities) and asked for input on what specific needs the sports park had

Mapped out a comprehensive one-year plan to 1) create revenue, 2) increase the amount of park goers,

• Write new grants and maintain current grantslocal celebrities) and asked for input on what specific needs the sports park had Mapped out a comprehensive one-year plan to 1) create revenue, 2) increase the amount of park goers,
• Increased volunteers by 75%
• Hired three full time staff
• Hired vendors to upkeep the facilities (lawn care, power washing, and turf)
• Partnered with four local sports companies who provided programming to the special needs community and paid a rental fee to the park
• Created revenue structure by providing rental income for onsite pavilions (approx. $300,000.00 per year)
• Personally wrote and secured over 1 million dollars worth of grant funding
• Averaged two to three event per month (birthday parties, gala, conventions, celebrations, etc.) which in turn, created an additional stream of revenue
• Averaged five to six presentations per week to promote the sports park and to advocate for families with special needs (community based organizations, government, local companies, Chambers of Commerce, Rotaries, etc.
• Spearheaded the development of initial policies and procedures, standard operating procedures, and created a myriad of wellness opportunities for able and disabled people.
• Sponsored fundraising opportunities and community events to foster engagement and awareness.

Problem

The college did not have the program, and it was becoming a very popular national program at most colleges and universities

Process

Presented a proposal to start the first AS in Human Service Program

• Collected state demographics
• Developed curriculum and course plans
• Gathered data on existing human services programs in the state Florida and other ad-hoc items as requested by the Southern Association for Colleges and Schools Council on Accreditation (SACS)
• Program launched
• First year it was one of the five most popular majors at the college, as well as one of the most profitable.

Problem

National Association in need of a management company to run the organization.

Process

• Empowered the organization by facilitating the onboarding of two new USA based regions and one international region. The addition of those regions increased the organization’s revenue by 75% and increased membership within those new regions from 0 to 750, collectively, within the first year. The increase created more brand awareness and additional support from corporate sponsors.
• Drove membership insights to help the board establish a strategic plan that included governance, board development, and membership incentives. Membership insights collected communicated a need for organization-wide change. PCG supported and fueled this change through membership feedback via a compiled report and change management proposal for leadership. The pivot enabled the organization to adopt new policies and procedures that resulted in <MAU as well as a <2x> increase in memberships. It also created two new board positions that supported the new direction.
• Owned marketing, advertising, and brand design for the organization. Marketing and advertising increased by <5x> under PCG management. The increase in marketing and the refresh of logos and marketing produced a 90% increase in user engagement, which satisfied the organization’s need for more leads that would lead additional members.