The Work
Speaks for itself.

Velocity opened with passion & an eager community, searching for a third space. A skeleton of an employee manual. No sales process. No advancement framework. Revenue was happening in spite of the gaps, I aimed to build something to outlast my tenure.

I came in as Assistant Manager. There was no playbook. The job was to write one while simultaneously running the floor, training staff, and selling memberships. Build the plane while it's flying.

The diagnostic was clear: the gym was acquisition-heavy & retention-light. Day-use revenue dominated — 91.2% of total. Thousands of customers walked in annually without converting to long-term members. The infrastructure to convert and retain them didn't exist. With the help of talented people, we built the culture that made it exist.

projectROCK was an established multi-department climbing gym with real revenue and real operational debt. Staff culture had eroded. Documentation was thin. Scheduling was inefficient. The gym was performing below what its membership base and facility could support.

I came in as a front desk employee. Within months the GM moved me to Operations Manager. The job wasn't to build from scratch; it was to diagnose what was broken, stabilize what was working, and systematically improve both.

The gaps were in three places: scheduling inefficiency driving unnecessary labor cost, a staff culture producing attrition, and no structured path from casual visitor to committed member. I rebuilt all three simultaneously.

I authored a new employee manual and revised the front desk and floor guide operations manuals — covering phone etiquette, climber check-in, belay policy, gym orientation, emergency procedures, and closing protocols. Scheduling was restructured using Homebase to eliminate overlap and idle hours. I designed and delivered a 3-day climbing curriculum for Saint Andrew's High School, building a youth programming model that created a repeatable B2B revenue channel. I also achieved AMGA CWI Lead certification during tenure, aligning all operations to industry safety standards.

Operationally, I ran daily closing reports across hundreds of shifts — cash reconciliation, register variance checks, POS accrual vs. actual, membership rollover and autopay tracking, declined and terminated monitoring. That data discipline is what made the revenue picture legible and the cost savings findable.