Still learning.
Always building.

The team was tracking performance in a Google Sheet that had been broken for a while. I fixed the data, took over weekly entry, connected it to Power BI through Power Query, and built a dashboard that showed the full team picture — filterable by agent, refreshable every week, and branded to match the Noll Team. What started as cleaning up a spreadsheet became the central reporting tool for the business.

Live Power BI dashboard tracking agent performance, connections, sales, and pipeline progress across the full team.

Certain KPI values and agent-level figures have been redacted for confidentiality — this is proprietary business data belonging to The Noll Team.

The Noll Interiors team wanted realtors to use their staging services more, but nobody had data to back up why it mattered. I pulled 12 closings across three zip codes, compared MLS data for staged versus non-staged homes in the same areas, and found that NTI homes sold in 9 days on average versus 38 — and hit 100.8% of list price compared to 97.9%. I put those findings into a slide and presented them at the weekly team meeting.

NTI vs. Non-NTI — Real Results in Fort Wayne. Presented live to the full agent team.

The team had been collecting RealSatisfied client surveys for years — 400 responses across buyers and sellers going back six years — but nobody had ever looked at them all together. I built a prompt pipeline in ChatGPT to batch-process the files, surface keyword patterns in positive and negative reviews, and break down insights by agent. It took a lot of iteration to get the prompting right, but the output gave Brad something he could actually use in coaching conversations. He asked me to write SOPs for the process so it could be repeated after I was gone.

Brad was thinking about building a dedicated luxury division. I pulled together 143 luxury transactions from 2019 to 2025, analyzed where the volume was concentrating, and built the data case for why it made sense. The analysis showed that luxury represented about 11% of deals but closer to 31% of total dollar volume — a meaningful gap. Noll Reserve launched as a result, and their first major listing was The Hamilton at $6.75M.

3Rivers wanted to understand where they had room to grow across Indiana. I worked on building the data foundation for a county-level market intelligence dashboard — pulling demographic, geographic, and financial datasets from three separate enterprise systems: Alkami, Exasol, and internal network servers. The scope of the project went beyond the internship timeline, but I documented the architecture and handed off a clean foundation for whoever continued it.

Loan officers needed a way to know when members were actively looking at mortgages — before they made a decision elsewhere. I joined SavvyMoney alert data with member and loan officer records across three systems, standardized the fields so they could be compared cleanly, and built a report that gave officers a list of warm leads they could actually act on.

The Finance & Investment Club at Homestead existed before I got involved — but barely. It had no real structure, meetings were inconsistent, and most weeks only 5 or 6 kids showed up. I stepped in, rebuilt how it was run, and turned it into something people actually wanted to be part of. By the time I left it had grown to 20–30 active members, a real curriculum, and a track record that still holds — every member who graduated from that club went on to land an internship. It's still running today under a new name: the HHS Business Club.

In my senior year of high school, while still running the club and weighing my college options, I reached out to USF's Investment Club cold. I wanted to give my members exposure to a more advanced program — but honestly, I also wanted to meet the people and get a real feel for what USF was like. We did a virtual joint session with our club in Indiana and theirs in Tampa. Those conversations played a real part in my decision to commit to USF.

As soon as I decided, I reached back out and asked how to get involved. I went through an interview process and earned a role as an incoming freshman — which wasn't typical. I was placed in a special cohort for high-achieving underclassmen with a dedicated mentor to help us get ahead and position ourselves to compete for difficult, hard-to-get internships. The group photo below is from my first month on campus — surrounded by motivated people with goals I could learn from.

The virtual collaboration — Homestead Investment Club × USF Investment Club.

First month at USF. USF Investment Club — Global Markets Division.

My passion for financial literacy started during COVID. With time on my hands, I started doing my own research and discovered a world of concepts — investing, credit, compounding, budgeting — that I had never been taught in school. I kept thinking about how many people never get exposed to any of this, especially in communities that need it most. That thought never left. I started building FinEdu as a business concept in high school, formalized it through DECA, and have kept adding to it every semester at USF — a business plan, a KPI framework, an operating structure, and a full SQL database designed as if the company were real.

FinEdu business plan overview.

FinEdu ERD — 6 normalized tables, proper foreign key relationships. This database is fully functional and queryable.

Alongside the analytical work at the Noll Team, I helped Brad build out his podcast operation — episode structure, speaker outreach, Notion-based SOPs, content calendars, and a full marketing workflow developed together with Josh from the Noll Interiors team. In the middle of that process, Brad invited me to be a guest.

The conversation covered AI and what it actually means for small businesses — how it shows up in real work, what it does well, where people get it wrong, and where I think it's heading. It was an honest conversation between two people who had spent months working through these questions together in a real business context.

Following the marketing plan Josh, Brad, and I had built together, we pushed story content and reels to drive traction around the episode. The reel pulled over 6,000 organic views and contributed to a 20% increase in listeners compared to previous episodes.

I wanted to take the marketing plan a step further. I thought about what platforms I actually had access to — and my collegiate network at USF was the obvious answer. I reached out to the Bellini Center while I was still in Indiana. One thing led to another, and by the time I got back to Tampa I had a student spotlight interview scheduled. That turned into a Mini Mic Moment they posted across their LinkedIn and Instagram channels.

I came in as Social Media Chair, built that role into something real, and eventually transitioned into VP of Programming — which is a different kind of challenge. It's less about creating and more about operating. I manage a $60K semester budget, oversee a 15-chair executive team, and coordinate everything from vendor relationships to event logistics to how the chapter shows up publicly. The hardest part isn't the planning. It's the people side — keeping a team aligned, resolving disagreements, and getting 80 guys with different priorities moving in the same direction. That's where I've grown the most.

Executive Board 2026 — outside Marshall Student Center, USF.

When I started as Social Media Chair the account had no cohesive identity. I treated it like a brand problem. Each recruitment cycle I rebuilt the visual language from scratch — new aesthetic, new theme, everything coordinated across posts, reels, flyers, and merch. The goal was always the same: make everything feel intentional and make people want to be part of it.

What surprised me was how much I cared about the craft of it — the way a flyer communicates energy before anyone reads a word, how consistency across platforms builds trust, how video editing tells a story differently than static content. These weren't skills I set out to build. They just came from caring about the work.

The account — tap to see the transformation.

When I started · tap →

Fall 2025 · tap →

Now · tap to go back

Deltopia, Spring 2026 — flyer and merch design. Every semester built around a full theme.

Delt gave me a real environment to develop skills I use everywhere else. Video editing, graphic design, brand cohesiveness, budget management, communicating energy through digital channels — none of it was planned. It came from being in a leadership role that required those things and caring enough to figure them out.

The website came from a design problem. Our whole Instagram felt cluttered and generic — it needed to be refined and optimized. Part of that was building a dedicated place for recruitment contacts, somewhere clean and branded that rush chairs could actually send people to. No other chapter had something like that. It became a point of differentiation that also reflected one of our biggest priorities as a chapter: professional development. That's also why I still give LinkedIn and networking presentations every semester. I want the guys around me to be thinking about their futures seriously.

The opportunities that have come from Delt have been unexpected. Meeting alumni, getting on calls with executives who are just as curious about what I'm building as I am about what they've built. I recently attended an alumni event alongside my fellow executive board members where I sat down to dinner next to the international president of Delta Tau Delta. Around that room were the CEO, multiple executives, and members of the education foundation — and 21 different Delt chapters were represented by alumni who had all ended up in Tampa. I networked across the room and had many meaningful conversations. Watching the happiness and sense of connection they all felt with each other, years removed from college, was genuinely inspiring. That's what a fraternity can be when it's done right. I want to be the kind of member who still shows up to those rooms decades from now.

Switching my major from Entrepreneurship to AI and Business Analytics was one of the best decisions I've made — and one of the harder ones to get through. It's a new STEM-designated degree at USF, and it's not easy. Some of my courses are cross-listed with graduate school. My professors are deliberate about what they're building: not just technical skills, but the business judgment to know when to use them, how to interpret what you find, and what it actually takes in the modern world to stay ahead. As one of them put it — they're preparing us to be data leaders, not data operators.

These projects aren't the most exciting things on this site. But they're honest proof that I'm showing up to hard classes, learning real technical concepts, and applying them to real business problems every semester.

Machine learning model comparison, sales analysis with business recommendations, and end-to-end data cleaning. Three of many Python projects — chosen because they reflect the real work I do and the problems I'm drawn to.

Tap to expand →

Four-view Tableau dashboard using CDC data from 2015–2021. Fully interactive, filterable, and dynamic. Choropleth map, trend line, pie chart, and ranked bar chart.

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Used geographic, demographic, and economic features from California census districts to predict median home value categories. Built three classification models — Logistic Regression, Random Forest, and XGBoost — and evaluated each on accuracy, Macro F1, precision, and recall. XGBoost outperformed both others across every metric at 77.8% accuracy, which makes sense given the non-linear relationships in housing data that boosting handles better than regression or bagging alone.

Final model comparison. XGBoost — 77.8% accuracy, highest across all metrics.

Regional performance breakdown across North America, Europe, Asia, and Latin America. Category-level analysis by average units sold. Promotion effectiveness comparison. Data quality audit with missing value identification and percentage calculations. Three prioritized business recommendations — the same analytical pattern I followed at every internship: understand the data, find the insight, translate it into action.

End-to-end data standardization pipeline — missing value imputation using median and forward-fill, phone number standardization to (XXX) XXX-XXXX format, currency symbol and comma removal, duplicate detection by exact match and ID, column renaming, and full type conversion. The kind of unglamorous foundational work that makes everything downstream actually reliable. Same skills that made the 3Rivers and Noll Team dashboards possible.

Built in Tableau using CDC mortality data from 2015–2021. The dashboard is fully interactive, filterable, and dynamic — users can drill as broad or as specific as they want. Filters cascade across all four views simultaneously, so selecting a state or year updates every chart in real time. Complex calculated fields power the underlying logic, enabling the dashboard to handle aggregations, group comparisons, and proportional breakdowns dynamically rather than relying on static numbers.

The four coordinated views are designed to tell a single coherent story from different angles. The choropleth map encodes death counts by state using a color gradient, immediately revealing geographic concentration in Appalachia and the Midwest. The trend line tracks synthetic opioid deaths year-over-year, showing the spike to 28,260 in 2017 and the subsequent recovery. The pie chart breaks total deaths into synthetic vs. other opioid categories — 57.26% synthetic. The ranked bar chart lets viewers compare individual opioid subtypes by average reported deaths.

I chose this dataset deliberately. A dashboard about sales or website traffic is easy to build and easy to ignore. This one required thinking carefully about how to represent human loss accurately without sensationalizing it. Every design decision — color scale, chart type, label placement — had to serve the data, not decorate it.