gearshare final business final
TRANSCRIPT
GearShare
Table of ContentsExecutive Summary.......................................................................................................................................... 3
Opportunity.................................................................................................................................................. 3
GearShare Concept....................................................................................................................................... 3
Marketing Strategy....................................................................................................................................... 3
Competitive Advantage.................................................................................................................................3
Management.................................................................................................................................................3
Finances........................................................................................................................................................ 3
GearShare Business Plan | TK Coody, Jackie Carroll, Davis Kigin, Connor Guerrieri
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Funding......................................................................................................................................................... 3
Company Overview...........................................................................................................................................4
Product or Service Plan.....................................................................................................................................4
Future Service Plans......................................................................................................................................5
Product/Service Strategy.............................................................................................................................. 5
Value Proposition..........................................................................................................................................6
Proprietary Rights......................................................................................................................................... 6
Stage of Development...................................................................................................................................6
Market and Industry Analysis...........................................................................................................................7
Overall Market.............................................................................................................................................. 7
Addressable Market......................................................................................................................................7
Industry Analysis........................................................................................................................................... 8
Competition.................................................................................................................................................. 8
Opportunity.................................................................................................................................................. 9
Marketing Plan............................................................................................................................................... 10
Member Research.......................................................................................................................................10
Member Profile........................................................................................................................................... 10
Buying Decisions......................................................................................................................................... 10
Member Behavior....................................................................................................................................... 11
Channel Strategy.........................................................................................................................................11
Positioning.................................................................................................................................................. 11
Brand Identity............................................................................................................................................. 12
Digital Strategy & Communication Strategy................................................................................................12
Sales Strategy.............................................................................................................................................. 12
Pricing Strategy........................................................................................................................................... 13
Revenue Model........................................................................................................................................... 13
Operations Plan.............................................................................................................................................. 15
Operations Strategy.................................................................................................................................... 16
Scope of Operations....................................................................................................................................16
Research, Development, and Engineering..................................................................................................16
Key Milestones............................................................................................................................................... 17
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Management Plan.......................................................................................................................................... 17
Risks................................................................................................................................................................ 18
Financial Plan.................................................................................................................................................. 20
Key Drivers.................................................................................................................................................. 21
Required Startup Funds.............................................................................................................................. 21
Funding Plan................................................................................................................................................... 21
Appendix.........................................................................................................................................................23
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Executive Summary
OpportunityInterest in outdoor recreation is on the rise and with advent of social media people are always interested in group activities. The expense of owning equipment and not using it or purchasing new gear is stressful, and so is finding someone to accompany you on your next adventure. GearShare looks to bridge this gap by bringing likeminded outdoors-interested people together through events, outdoor meet ups, and providing a peer-to-peer gear rental system.
GearShare ConceptGearShare will connect with members and users through a website and smart phone application. These will be the main form of communication for GearShare events and also how we connect gear lenders and renters. There will be a profile for each person with their favorite outdoor activities and places to share adventure stories. This will also support our peer accountability system where people can be rated on their service when renting. Previous social networking and gear sharing websites have grown to 30,000 members in 3 years.
Marketing StrategyGearShare hopes consumers will view the service as another form of social media. The Customer will see GearShare as a place to meet new people, share outdoor stories and current events, while also planning your next outdoor excursion. Possible members will be tech-savy outdoor minded individuals. We will reach this target market through web and social media advertisements, posting of flyers at high traffic areas, coffee shops and rec centers.
Competitive AdvantageGearShare’s competitive advantage will be reaching out to new people to outdoor sports. We will attract and bring together people in a non-judgemental inclusive space to help people become involved in outdoor sports. This will help grow our membership and event attendance, eventually helping GearShare’s website become a major social media hub for outdoor activities.
ManagementAdvised by a board of directors with knowledge in entrepreneurship and technology the gear share team will be made up of the four founders who bring a diverse knowledge of computer science, engineering, finance, marketing, and management that will help grow GearShare.
FinancesAt the end of the third year of operations GearShare will be nearing 8,000 members and have total income of $800,460 and a net income of $500,897. We will have a total of $352,887 in free cash assets to begin expanding to other cities and attracting more members.
FundingGearShare has a very simple funding plan, with the founders contributing the majority of the capital. Owner’s investments will total $40,000 each with a 20% ownership. With minimal startup costs we look for an initial investment of $35,000 from a private investor for a 20% ownership. We will also be seeking a $35,000 small business bank loan to cover initial startup costs and operating costs.
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Company OverviewGearShare is a web-centeric company that provides newcomers to any outdoor activity lower costs to pursue any interests and the ability to meet new people while developing outdoor skills. GearShare will incorporate as an LLC and will be headquartered in Boulder, CO.
Mission Statement: GearShare strives to help everyone begin participating in the outdoor experience they’ve always wanted with lower costs and a friendly, engaging community.
Objectives: First and foremost, we hope to provide our members with quick, immediate access to outdoor events and gear at a fraction of standard costs via our website and smart phone app. We will also enable equipment posters to earn additional income streams from their unused gear and from hosting events or assisting with them. When a member uses GearShare, they gain access to a community designed around helping them engage in the wonderful outdoors, gear to help get them started, and events catered to their needs, all at a fraction of industry standard costs.
Product or Service PlanGearShare’s core mission will be to sponsor and develop outdoor events that provide an inclusive
community for new outdoors enthusiasts. This will be done by providing a membership opportunity and using a website and companion phone app to provide a space for members to meet and communicate. GearShare will help facilitate education and learning opportunities to people interested in taking up a new outdoor activity. The events will be both for members and walk ups that will pay a flat fee.GearShare Community & Website
The GearShare website will be accessible by both members and non-members. This service will be the main form of communication to members about events and also the virtual location where items can be posted and exchanged. Members will be able to have unlimited posting, preferred access to events, and earn points towards a rewards system. The website will have profiles created by each member, that allow them to post gear and individual meet ups.
GearShare Peer-to-Peer Rental ServicesThe second focus area of GearShare will be to provide recommendations for equipment to new
members. This will be selling new equipment from providers but also maintaining a peer-to-peer gear rental option. This will allow people just entering the activity of their choice to have a cost effective option instead of having to pay the full prices of new outdoor gear initially.
Features BenefitsWeb Based Access Ease of access, Time Saving, Fluid Communication, Plethora of Options, GPS Location basedModible App Access Ease of access, Visualy appealing, Location based, Plethora of Options, Low Cost Equipment Rental Money saving, Easy involvement, Fewer barriers to entry, High quality gear rentalsMembership options Money saving, Unlimited posting, Member only specials, Member rewards systemWide variety of equipment Many sport options, easy one stop shopping, plethora of gear optionsRent to Own Options Easy transition into owning, low cost
Figure 1: GearShare Community and Website Features and Benefits
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GearShare EventsGearShare events will be centered around providing a space for novice outdoor interested people to
develop skills and meet new people. GearShare will be holding two events a month during the summer months that will each have a different theme. At these events GearShare will provide food and places to sit and mingle, but beverages will be bought separately. These events will be a $15.00 dollar flat fee that includes food and the educational event.
GearShare Onsite AdvertisingGearShare will be looking to market its growing online outdoor community to potential retailers.
GearShare will provide space for retailers to advertise with online banners so that they can reach our captive outdoor inclined audience. GearShare will also seek corporate sponsors to provide demo gear that our event attendants can try and become interested in.
Future Service Plans
GearShare will provide space for ski rental stores, Christy Sport, to post items on GearShare’s website. Eventually expanding GearShare to own and maintain its own equipment which can be rented and sold on the website. This will allow members who rented gear they liked to have an easy way to transition into owning their own gear. To help facilitate the development of the GearShare community, the implementation of a reward system for frequent renters/sellers and purchasers would lead to member loyalty. Finally, while developing the GearShare community we hope to have members with outdoor or personal training skills rent their services on GearShare.
Product/Service Strategy
Our product mix will be focused on a variety of outdoor gear. All of our gear will be rented out to people looking to participate in outdoor recreational activities. Given the nature of our business, the product mix will ultimately be determined by the posting member base renting gear through our platform. The site will be monitored to ensure only outdoor gear is rented out, but there will be no restriction on the type of outdoor gear available. The major difference in product mix over the next three years will be the amount of products available as our market expands beyond Boulder.
To help facilitate the growth of the rental and gear sale business, GearShare will be focusing on sponsoring meetups and events for members. These meet ups will be educational, fun, and community oriented. They could range from a webinar, to an onsite seminar and then time to practice the new skills.
Features BenefitsProvides How To Guides Develops outdoor skills, increases confidence, provides trip ideasEngages Peer-to-Peer Interactions Helps create active groups, provides people to be outdoorsy withProtects Users Transparency in the rental process, confidence in renting, safetyFosters Inclusivity Provides a support network, makes users feel connectedIncreases Outdoor Interest Provides more interested users, more gear posting choices, better trip guides
Figure 2: GearShare Rental Services Features and Benefits
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The benefit of holding these member notified meet ups is that it increases our visibility in the community and provides a comfortable space for our GearShare community to develop and learn new skills.
Some strengths of our service business model include low maintenance costs and low risks for us as business owners. Our largest recurring cost is the relatively inexpensive website hosting fee, making this a low-capital venture. We also do not own any of the products we are renting, leaving most of the liability on the people renting out their equipment. A potential weakness of our business is members renting out their equipment too cheaply, leaving us with smaller revenues. Another weakness is our reliance on other people to provide products for our business. We can only control the marketability of the products, not the decision to rent the products themselves.
Value Proposition
GearShare’s goal of providing quality recreation equipment will benefit our target future members in many ways; by saving time and allowing for one-stop shopping online or via a mobile device, or by providing a cost effective rental or sale options from peers, local retailers, and GearShare itself. These same members will also benefit from the community-oriented atmosphere developed by GearShare, which strives to support and develop outdoor and recreation skills by providing personal testimonials, gear guides, and equipment rental ratings through the active online community we hope to evolve around our service.
One of the largest barriers to participation in recreational outdoor activities or sports is the need to buy expensive equipment, which may not be used if the buyer is not interested in the sport or happy with their purchase. There is a sizeable financial and emotional risk inherent in the purchase of expensive equipment needed for many outdoor sports, especially one in which a potential member has no experience. An easy online rental system helps reduce any stress regarding “buyer’s remorse” by letting them try out new equipment and new sports cheaply. This paired with an active, engaging, and welcoming community, will empower the p to pursue a new hobby.
Some GearShare member may also have outdoor gear lying around that they would like to profit from. With GearShare, gear providers can deploy their unused gear to generate supplemental income, and even contribute to spread the love they have for their favorite outdoor hobby, making new hobby friends while doing so! All they have to do is post photos of their equipment along with a brief description of use, tips, etc. GearShare recommends a price for them, and they can make money as soon as someone rents it.
Proprietary RightsGiven that GearShare doesn’t have a unique product someone can steal we believe we don’t have
proprietary rights to consult. The website and smart phone app we create will have minor risk of being copied. GearShare will be researching trademark and intellectual property protection on our website and GearShare methodology. Trade secrets could be very useful in our business such as ways that we gather users which goes alongside with marketing techniques. Trade secrets would be very useful because time and money are not required to put them into action.
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Stage of Development The current stage of GearShare’s development is the creation of our website and phone application. We want to ensure our product is smooth, easy to use and most of all appealing to our members so they become repeat users. Concurrently with the development of our technologies, GearShare will be creating an advertising scheme that will allow us to effectively target our desired member. Finally, GearShare will move into the launching stage of our product and recruitment of it’s future member base to provide high traffic and gear sharing on our website and app.
Market and Industry Analysis
Overall Market
Figure 3: Overall target market diagram
The outdoor industry comprises a significant portion of the American economy, with $646 billion spent on outdoor recreation annually. Over 140 million Americans are regularly involved with outdoor recreation, and over 6.1 million Americans work within the outdoor recreation industry. Even during the recession, the outdoor economy grew at a 5% annual rate from 2005-2011. This growth rate is expected to continue through the year 2019.
Aging baby boomers and millennials make up the two largest age groups of the outdoor industry, so as the baby boomers become too old to participate in regular outdoor activities, rising millennials will fill in right behind them. Also, baby boomers are inclined to participate in more mellow, low-dollar activities like hiking where they can find peace and solace. Millennials tend to like adrenaline-filled high-dollar activities like skydiving and mountain biking, which should result in an increase in dollars spent on outdoor gear as more millennials come of age. Finally Generation X also enjoys many outdoors activities that are moderately rigorous, like mountain biking, and kayaking. GearShare is primed to capitalize on these potential markets with these three groups all enjoying outdoor sports.
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Addressable MarketThe addressable market for our opportunity is tech-savvy outdoors consumers that are looking to
try a new activity, but may not be able to afford the new equipment associated with that activity. On the conservative end, we would estimate that 75% of outdoor consumers are tech-savvy enough to work a mobile app, 25% of those consumers are willing to try a new outdoor activity regularly, and 75% of those consumers may not want to pay retail price to try an outdoor activity. 140 million people x 75% x 25% x 75% =19.6 million people, a sizable market segment for us to enter with very few barriers to entry.
The market segment we will be attempting to reach is the outdoor inclined demographic located in or around Boulder, CO. The socioeconomic class targeted would be middle class; the median income of Boulder is $67,956. Our product will focus on the low-cost segment of the market and provide members with a high-quality, inexpensive renting alternative to buying outdoor equipment at retail price.
Industry AnalysisGearShare will face a number of barriers to entry, namely the brick-and-mortar rental stores in the
Boulder area as well as rental shops directly at ski slopes and popular recreation locations. Fortunately, there is no non-rental sanction on retailed equipment such as is the case with software or many kinds of electronic hardware, so anyone who wants can rent out the gear they own. However, we provide the option to existing rental businesses to integrate their rental system with our online one, which could remove a substantial barrier.
GearCommons is a similar online competitor who crowdsources gear for rental on their website. GearCommons has had highly-localized success, with thousands of rental availabilities on their website around their home base of New York, while having only about thirty here in Boulder and no active community engagement. Gociety, like GearShare, offers the ability to be part of an online community of likeminded outdoor enthusiasts. GearShare offers what both its major competitors provide separately, putting it ahead of the competition. Local interest will be incredibly high, especially since this area is full of many outdoorsy young people who would likely be willing to rent out their gear to make money for college living expenses. Our financial barrier to consumer entry will also be rather low, having expenses only related to marketing, events, web presence and development, and management of our website. With the majority of the equipment used being sourced from equipment posting members, GearShare will not need to invest heavily in equipment.
CompetitionGearCommons: is an online peer-to-peer retailer of outdoor equipment with about 10,000 postings
from individuals across the country. GearCommons places itself in the lowest price point bracket for the outdoor gear market. They allow for peer-to-peer exchange of equipment along with postings from brick and mortar retail stores. This company has many good characteristics, such as their detailed rental agreement and review system of both sellers and renters. On the other hand, GearCommons lacks a directed way to spread their service and provide an outdoor community.
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Gociety: Gociety is an online social network made up of over 20,000 individuals who love the outdoors. Gociety enables its users to become part of a community that values adventure, healthy living, and positive social experiences. Gociety also allows its users to create and join outdoor plans and meet others who also share a passion for the outdoors. The Service allows its members to find adventures close to home or in a place they are visiting, but do not provide gear rental options.
Brick and Mortar Rental Stores The largest groups of indirect competitors that GearShare faces are brick and mortar specialized rental stores. Examples of these in the Boulder area for the snow and watersport industries are, Christy Sports, Boulder Ski Deals, and Rocky Mountain Paddle Boards. These providers are attempting to reach consumers at a higher price point then GearShare. The specialization and in stock inventory are the two main advantages of these competitors.
Online Retailers Amazon & EBay : The competitors that GearShare could face in the near future would develop from both online retailers, and brick and mortar rental stores. The large online conglomerates that sell or rent items, such as Amazon or EBay, could develop a peer-to-peer rental system. The advantages of these organizations are their customer base, infrastructure, and variety of gear options. These large online providers do lack the ability to create an inclusive and educational community. The brick and mortar retailers such as Christy Sports or Rocky Mountain Paddle Boards could develop online rental systems.
OpportunityWe have chosen to implement GearShare in Colorado because outdoor recreation in the state
generates $13.2 billion in consumer spending. The sharing of equipment has already been proven to be successful on the east coast by GearCommons. This competitor has not put as much effort into growing the company in the Colorado area, and therefore, has a significantly smaller share of the market in this region. This gives us the opportunity to take over the market in the Colorado area.
There is a great need for our service because equipment can be incredibly expensive and people included in our target market such as college students and middle class families may not be able or willing to pay the high prices that many local rental stores demand. Our company would not only allow for this market to have access to affordable equipment, but also enable members to make money off equipment they own.
Competition Matrix: Gear Share Gear Share Gear Commons GoCiety Christy Sport Amazon EbayWeb Based Access P P P P P PAssociated Mobile App PPeer-to-Peer Renting P PVariety of sport and gear options P P P P PPeer Review Options P P P P PHow to Guides P PMeet ups and Events P PTrip Reports P PInclusive Outdoor Community P P
Figure 4: GearShare Competition Matrix
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Since GearCommons lacks viability in the Boulder area, and Gociety only provides a community; we have a real opportunity to penetrate this market successfully. If we market GearShare strategically, precisely and efficiently, we have the capability of growing rapidly given that the majority of Colorado residents fall within our target market.
Marketing Plan
Member Research GearShare has reached out to possible members and found an opportunity for a community-
oriented equipment rental and event sponsoring organization. Our target consumer is 18-45 years old with an interest in the outdoors. Currently, consumers seem to perceive our service as something similar to companies such as North Face, REI, or Patagonia. We need to help our consumer realize that we are attempting to fill the need of a community-based event planning service to help bring people together to increase confidence and skills in a cost effective and safe manner. Our target market would be willing to pay 10-15 dollars for a monthly membership and 15 dollars for a catered event. This is optimal as it fits right into GearShare’s pricing strategy.
Member ProfileThe typical mer profile GearShare is looking to attract either males or females, ages 18-45 years of
age, and Caucasian with 87.7% of Colorado self-reported as Caucasian (Census Bureau). The median age of people in Boulder and Denver Metro area for Colorado is 27.7 years old. Our target market is educated, with 71.8% of the people in Boulder holding a Bachelor’s degree or higher and having a median household income of $56,312 (Census Bureau). GearShare would be a real draw to people who live near the mountains and with to participate in various sports, but don’t have the disposable income to purchase their own gear. Boulder is mainly a liberal minded, outdoorsy, healthy, educated, and environmentally conscious demographic. Boulder typically residents enjoy spending time outdoors and participating in healthy physical activities which GearShare will provide equipment and events focused on these activities.
Jessica Age: 22Jessica wants to get involved with outdoor activities but, doesn’t have the skills to begin her outdoor adventures. She wants to develop her skills and meet other people that she can do outdoor things with.
Tony Age: 27Tony has been enjoying his new job and wants to start mountain biking. He does have a well paying job but, is not sure if he will really like it. He wants to have a cheap option to try out mountain biking before he makes the decision to buy a bike.
Barb & Dave Age: 35 & 36Barb and Dave have two teenage kids that they want to try and start hiking with but, are unsure if they will like it. They want to have a way that they can develop their skills as a family and also try out some top notch gear before they buy their own.
Customer Profiles
Figure 5: Customer Profiles
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Buying DecisionsPossible members of GearShare will be looking to get involved with a community of people that
have similar values to themselves, people looking to rent high quality outdoor gear, entrepreneurs looking to post gear for a profit, and small business looking to generate rental profit for their outdoor business. The largest deterrent to our service will be the relative utility a person feels compared to the price they pay. Membership will be $9.99 per month and provide one complementary event, unlimited gear postings, discounts on certain items, and preferred access to events. The ease of use and quality of service present in both the rental process and event attendance will draw people to GearShare. Having the opportunity to try new hobbies and develop practical skills will continue to bring members back to our business.
GearShare can be accessed by anyone with a computer or smart phone. The main transaction form will be via credit card charges. There will be a monthly charge to the new member’s credit card once they have become a member, and they must choose to cancel the membership. The purchasing of rental equipment will depend on the member’s needs but, payment will still be processed with a credit card. From there, members will arrange how they will obtain the equipment with the person they are renting gear from. Sale of new equipment from retail partners will occur on our website as well. Members are able to attend one complementary event per month; walk up participants will pay with cash or credit card. The bar where attendees can buy drinks will be cash or credit as well.
Member BehaviorThe target members would be accustomed to using social media and electronic devises for
communication. We will mainly use marketing at rec centers and other outdoor areas to draw in possible consumers. We will also use electronic marketing on sites where people looking to get involved with outdoor activities frequently visit, how to websites, trip reports, equipment purchasing outlets. Currently, there is no company that offers cheap rentals with the opportunity to attend separate community events to develop skills and meet others. We are confident that our target consumer will be drawn in with these features that help provide an inclusive space to grow and learn.
Channel StrategyGearShare will strive to connect both members and non-members alike using our website and
events. By streamlining our communication and ease of access with the website we can help reduce confusion and increase the amount of gear rented. E-Commerce will be our main channel for providing services to the member. The member will log onto our website with a computer (Apple or Windows) or smart phone app (android, IOS, or windows) in order to rent gear by category or list their equipment for rental. An online database will track member information as well as points earned by renters and lenders through their activity. We will get retailers, distributors, wholesalers and manufacturers involved by offering coupons to these stores in exchange for points acquired by the user from their activity. The website will also have space available for targeted advertising for gear sellers towards member’s rental tendencies. It is important that we market the ease of use present with the GearShare website and eventually the app so that people can see the value and understand the fees associated with our service.
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PositioningGearShare focuses on developing an inclusive community that provides educational and skill
development seminars. These community-driven meetings will also allow GearShare to recommend equipment on our website via a peer-to-peer option or outdoor retailers. GearShare hopes to differentiate itself from other rental services by providing an inclusive learning environment for novice outdoorsmen to learn and develop their skills while also finding people to spend time outdoors with. The events will be open to the public but members will have early notice and registration opportunities, while also gaining reward points by attending and renting from GearShare.
Brand Identity GearShare wants to project an identity of inclusivity
and educational support. We want consumers to see our service as an avenue to acquire outdoor skills, meet new people, and become active in the outdoors. Along with educational services, GearShare will provide new gear recommendation and peer-to-peer renting services to provide the lowest cost options possible for our members. The look and feel of our website, app, logo, and events will be easy for the customer to use and pleasing to the eye. Limiting the intimidation factors associated with learning a new skill will be crucial to helping our event attendees not feel judged for their novice skills. The member experience that GearShare wishes to provide is one of clear communication through the website and app. GearShare wants it’s members to think of GearShare as their go-to community where they can connect with people and find a new interest in the outdoors.
Figure 6: GearShare Channel Strategy Diagram
Figure 7: GearShare Brand Identity Diagram
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Digital Strategy & Communication StrategyGearShare plans to invest heavily in digital outreach strategies. First, we plan on setting up social
network accounts or groups on Facebook and Twitter that discuss upcoming deals, meet-ups, lessons, seminars, etc. and hope to link them back to our website to generate traffic. The website itself will have a news feed that is updated frequently with news and interviews from people involved in our target outdoor market. We also plan to monitor website traffic to see what articles, advertisements, or deals are most effective in increasing popularity of our company as a method of micropivoting towards the most profitable avenues for income. GearShare also hopes to be able to tap into affiliates like ski resorts, rec centers or local outdoor guides in order to help promote GearShare’s rental service, lessons, and activities to help increase active members in the outdoor community.
Sales Strategy In the beginning, one of GearShare’s main focuses will be to make our website error free and extremely easy to use, which will help us facilitate gear sharing. We plan to accomplish this by hiring a Chief Technology Officer to develop the website and app. He/she will also be responsible for performing maintenance and fixing bugs as they arise. If we can provide a great look and feel to our website, members will be drawn back and feel encouraged spreading the word to their friends and family.
However, as GearShare expands in popularity and begins to have events more frequently or even on the same day, GearShare will need to hire part-time volunteers/salespeople in order to staff our events. GearShare will look to hire bright young individual from the Boulder community who are energetic and passionate about the outdoors. They will be compensated with a standard hourly wage, as well as a commission of 2.5% on every membership they sell, and will be trained about GearShare message and how we want them to present themselves to the community.
Pricing Strategy
As part of our market research, we asked our potential members how much they would be willing to pay on a monthly basis for our services. The majority of people responded positively to the monthly range of $25-$50 if that would include their membership fee and rental of 1-2 items. Based on these results, we think $9.99 is a reasonable membership fee to charge in exchange for unlimited postings and rentals on our site, as well as one free admission to a GearShare event. In addition, we offer a three month membership for $24.99, giving incentive for our members to commit to using GearShare on a regular basis for a longer period of time.
We will charge a flat fee of $15 to attend GearShare sponsored events in the local community and other outdoor locations. The $15 was determined to include our costs associated with hosting the event. There will be a bar selling both alcoholic and non-alcoholic beverages, but food will be included in the $15 entrance fee. The strategy for renting and buying gear is to provide a floor and ceiling limit to stop undercutting while providing recommendations based on MSRP. There is a $10 minimum on any type of
Figure 8: GearShare Price Point Survey Results
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gear rented out, no matter what the timeframe is. From there, gear will be rented on a daily basis, with the owner of the gear determining the prices. GearShare will take a 20% cut of each sale or rental final price. The website advertising portion of GearShare’s pricing strategy will be based on a pay per click revenue model. We will rent out website space for banners from REI, Patagonia, and other outdoor retailers. The prices for advertising on our website will start at $300 per month and increase in cost as website traffic increases. GearShare will also get paid s standard $0.10 for every time a member clicks on a company’s advertisement.
Revenue ModelMembership
Our memberships will be a source of pure profit, since membership is an abstract good that we can sell to anyone willing to pay the money without incurring direct cost. Those cost elements that do exist are spread across the memberships acquired: advertisement, food, travel expenses to attend events, and various goodies, food and drink we plan on giving out at events.
However, where our membership model differs from most others is our anticipation of very rapid growth in the years to come, as GearShare will heavily emphasize community organization and management, as well as create a positive experience for our consumers. These elements will help add word-of-mouth advertising advantages to our marketing plan and general sales scaling through happy members. As of now, our revenue projections are anchored in our initial launch market of Boulder, Colorado. This is where there are a very large number of healthy, outdoor-minded, active, and moderate-income young people live, which we believe will take onto our market quickly. Gear Rental
Our price point and anticipated transaction fee are both priced according to an estimate of average rental price to the member. Additionally, our growth is conservative to account for the potential displeasure on the part of the gear-lender at the lack of truly substantial income. GearShare will implement a security deposit feature in order to protect poster member equipment and increase confidence in renting equipment. Also, GearShare will have a renter/lender rating system. The growth of the gear postings is estimated based on the assumption that half of our members post rent 1 item per month, a conservative estimate of growth.
Events The GearShare events will be held twice per month at locations that will strive to bring GearShare
members and their equipment together. Using the results of the survey to gauge GearShare interest, about 55% of people would use our service. GearShare assumes that 50% of our members will attend our events, and if each of them bring one interested friend, GearShare can assume that will be our general event attendance. Our main event costs will be our tent, GearShare logo banners, wireless hotspots, and tables & chairs. For our event venues GearShare will target ski resorts, trailheads, and local parks, which could cost up to $750. GearShare will have food catered by local businesses that GearShare will let advertise cooperatively with our events. With our assumption that our membership base would grow by 50% the first year and 100% into the third year, our non-member attendance should increase with a conservative estimate of 20% of those expected increases. With an average event costing $1200 dollars, and the cost to attend the events being $15, GearShare will need about 80 people to attend in order to break even.
1. Location – Permit or Event Registration $5002. Food – Enough food and beer/drinks for 15-25 people $200-5003. Entertainment* – A speaker or industry specialist to hold a seminar or skills workshop $500-1000
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4. GearShare Logo & Advertising – Printed GearShare brochures and stickers $100-150Advertising
GearShare can assume that each of our members is visiting our website and smart phone app at least three times per day, which is a conservative estimate, as most people pick up their phone 1500 times per week. GearShare will have a $.10 per click charge for people accessing the advertising company’s website from our own. The revenue from advertising will be based primarily on the click charges but GearShare will also charge a monthly fee for hosting the companies’ advertisement on our website.
Figure 9: GearShare Revenue Streams
Operations PlanIntroduction – The GearShare System
GearShare will be developing and creating an outdoor community via two main outlets, the first being a well-designed website and the second being sponsored events. GearShare’s website will have many functions such as:
individual profile creation instant messaging “news feed” or real time display of spontaneous events being held by users events calendar peer-to-peer gear rental postings spaces for retailer recommendations and advertising
The other main way GearShare will be reaching the consumer is through our events. GearShare will be holding outdoor themed events about twice per month. These will be focused around a skills workshop and provide a space for members to meet, mingle, and swap gear if they would like. These events will be a staple in our strategy to create a functional and thriving community within GearShare, so it is essential that GearShare make these events fun, entertaining, and inclusive.
Gear Share 16
Operations StrategyGearShare will focus most of its advertising efforts on targeting people new to the outdoors. We will use
Facebook, Instagram, and Twitter as our three main platforms of outreach through social media. We will also visit local recreation centers, civic centers, and high traffic areas to post flyers to promote GearShare. Using all of these methods to advertise, GearShare will have many more touches with possible new outdoors people. The other operational aspect of our advertising plan is to recruit businesses to advertise on our website. We will be reaching out to outdoor retailers and outdoor activity providers to advertise on our website. With a membership base that is new to the outdoor industry, we have a unique appeal to these companies as our members will be more likely to purchase their goods or services. We will do this by having a designated sales person who will contact and meet with local businesses using the consultative sales techniques to build long lasting relationships.
Hosting events for GearShare members will provide a unique opportunity for our members to come together and spend time developing skills, swapping gear, and meeting other individuals. These events will be a great way to provide an important service to our members while also allowing us to perform specific marketing to the outdoor community we are trying to reach.
Scope of Operations GearShare’s production costs will be limited, but our events will need a well-defined operations procedure. The operations we will manage in house are the events advertising, recruitment, and sales in house as well.
The GearShare team will be handling these events in house. We will store our EZUP Canopies ©, GearShare banners, and tables and chairs in our office. We will be transporting our equipment to sites using a GearShare trailer. GearShare will operate the events by purchasing tents and other pop up booths that we can set up at given locations the day an event is scheduled to occur. In order to make this possible, several costs will be required. We will need an office space to store our equipment, nonperishable beverages, and promotional merchandise. Since the materials that we will be transporting are not incredibly valuable, it would be safe to go for a trailer on the lower pricing spectrum and spend no more than a couple thousand dollars.
GearShare’s operations for its website and phone application would be run by a programmer hired to maintain and update our two platforms. The main focus will be ensuring an issue free platform for our members. The programmer and the other members of the GearShare staff would all be responsible for fielding member support emails and phone calls during business hours. The local Boulder company Insight Design Web Solutions, LLC will be our go-to developer for helping to design and implement our website. With their background in design, e-commerce, marketing, and content management, they will be able to help us create an outstanding product (Designs, 2015)
Research, Development, and EngineeringGearShare has a model to follow by learning from our competitors in GoCiety and GearCommons.
We have improved on these ideas and generated an operational strategy and diversified revenue sources to help increase features to our member. The first month of development will be focused on working with our website designer and building our final website. We have to make sure our website is functioning well and very intuitive before we begin any of our testing stages. We are allocating a month of development and alpha testing followed by a month of beta testing with the CU Alpine Club to ensure our site won’t be difficult to navigate. The website will be considered our intellectual property and we will register it as a copyright to protect our design and layout from being stolen by our competitors.
Figure 10: GearShare Event Set Up Diagram
Gear Share 17
Key MilestonesAs GearShare begins to get the gears turning, there are a few major milestones that will define our
business’s success or failure. At the beginning, our primary goals will be to maximize the effectiveness of our advertising and recruit as many new members as possible. A good milestone for our business is reaching 10,000 members, approximately 2% of the Denver metro area population. We expect to reach this number near the end of year 2. Accomplishing this membership milestone will signify that our advertising has been effective and people are spreading the word about GearShare.
Another major milestone is reaching 500 gear postings on our website. We are forecasted to reach this number about 9 months after starting our business. This milestone will indicate a sufficient level of membership activity and interest from our target market. A very important aspect of our business is earning the trust of outdoor gear owners so they are willing to loan out their gear, and this milestone is important to validate the legitimacy of our business.
The other major aspect of GearShare, events, will also be a large source of income and therefore must have a meaningful milestone associated. This milestone will be 100 people in attendance at each event, which we expect to hit at the beginning of year 3. This is a fair estimate because of our expected membership of over 10,000 at the beginning of year 3, in addition to members’ guests and other non-members that will be welcome to attend. One hundred people attending every event will signal enough interest in our events to justify marketing to well-known outdoor experts to run our skills workshops and booking larger venues to hold our events, both of which will drive interest and continue to ramp up our membership numbers.
Perhaps our most significant key milestone is the expansion from Boulder to Denver. We have planned for this growth at about the middle of the second year, where our membership numbers really start to spike up. This expansion is crucial to jumpstart the number of postings and website traffic we will expect on a daily basis. The Denver market also brings a wider variety of gear, diversifying our gear collections and reducing the seasonality of our business.
Management PlanCEO - Troy (TK) Coody III
TK Coody will be graduating from the University of Colorado Boulder with a degree in Molecular Biology and a Minor in Business Analytics. His passion for the outdoors started at a young age where he loved hiking, biking, and fishing. His leadership skills as a mentor resident advisor provide him with a strong background in time management, leadership, teamwork, and conflict resolution. While also working as a campus tour guide TK’s public speaking and customer service skills have been well practiced.
CFO - Connor Guerrieri
Connor is brings a background in computer software and financial modeling. He loves spending time outdoors playing tennis and hiking. Connor has participated in Startup Colorado, including meeting with several successful Denver and Boulder startup leaders who passed on key insights to the risks and opportunities involved in starting a company. His knowledge of financial models and understanding of software and application development will help give GearShare a firm financial and technical understanding of what lies ahead.
Gear Share 18
COO - Davis Kigin
Davis has a background in project management and is highly motivated for success. Having worked for several large construction companies he is well versed in project management and being able to see the whole picture and ensuring everything is running smoothly. He will be graduating with a degree in Architectural Engineering with a focus in construction management and a minor in business. He will provide the operational prowess needed to keep GearShare functioning like a well-oiled machine.
VP of Marketing and Sales - Jackie Carroll
Jacqueline will be graduating from the University of Colorado Boulder with a degree in Psychology and minor in Business Analytics and Innovation. Having had previous sales experience as a sales associate at the Sunglass Hut and field marketing experience with a company that has one of the best marketing strategies in the game, Red Bull North America, Jacqueline is well prepared to take on the Marketing and Sales of GearShare. Jacqueline’s persistence and ability to problem solve will ensure GearShare’s membership ship sale will be successful.
Board of Directors
David Culbreth - Cloud computing expert for OpenSky Corporation with previous startup experience in the technology sector.
Troy Coody II - Network Security professional for IBM with previous entrepreneurial experience
Keith Stockton - Professor at the University of Colorado Boulder with previous experience in operations engineering for IBM.
Christopher Carroll - CEO of Agency Desk with a background in financial investing and entrepreneurship. Figure 11: GearShare Organization Chart
Figure 12: GearShare Ownership Diagram
Gear Share 19
RisksMarket & Social Media Growth
The assumption made on outdoor interest in sporting activities is backed by government research and the Outdoor Industry Association. Persons looking to enter the market may have committed to the outdoor sport(s) of their choice and couldn’t see the value in renting gear or may still be too intimidated. Our growth through social media is also a worrisome risk as it depends on our ability to penetrate our market. Our plan for mitigation for this is to both ensure that gear lenders are being fairly compensated by implementing a recommended minimum rental fee per day based on the MSRP and relative quality of the item being listed, along with implementing a security deposit in the event of gear misplacement and damage. This will control pricing and ensure that people are not scared away from renting. When it comes to offsetting the social media branding and growth risks we will be having other methods of outreach to possible consumers, web adds, posted flyers, advertising at rec centers and outdoor recreation areas. This will allow us to not only increase visibility but, also tie in our social media efforts by mentioning and posting it at all of these locations as well.
Competitor Response and Predatory Pricing
Our most significant competitors include those with long-term rental facilities at an outdoor activity location. One risk that is most possible is that they suddenly plunge their prices. However, GearShare will be constantly holding significantly cheaper events as well as offering their usual gear for rental at a fraction of the cost, food included. They, on the other hand, cannot afford to cheaply rent out gear, as they have to pay for multiple full-time employees, land costs, multiple utility fees, maintenance for equipment and vehicles. Our only other true competitor of a similar nature, GearCommons, offers only online gear sharing, not events of any kind, and have postings almost entirely along the East Coast with very few (<30) listings in Boulder, CO and other cities in the West. As such, we expect very limited encroachment on our online business, let alone for our events. Gociety offers free meetup services, but is only really structured to attract already-involved outdoorspeople who likely already have their own gear and financial means, so will not likely clash with our target consumer base.
Operational: Event Costs and Popularity
GearShare’s largest operational risk will involve the hosting of GearShare events. We want to make sure these events have consistent and quality service so that members and walk-ups alike have a great time and want to return. We will manage this by developing a seamless process that we can repeat for each event and modify as needed to make sure it fits the needs of our guests. Reaching the necessary food cost margin will be mandatory. Waste of perishable goods will kill our bottom line, therefore we will use our initial events as trials to ensure we can find the best food cost to guest ratio.
Technology: Development Time and Cost
At the most basic, the website is can be developed from current social networking models. The costs are expected to be at most $25,000 for a high-quality, robust, appealing, functional website, and we will be able to manage and update. Our CFO Connor Guerrieri will oversee its management until we can fill our CTO position on the GearShare team. We will only need to copyright the website processes, code, and design, a very routine and easy process. However, the time to develop the website and eventually the accompanying app may be a potential risk in terms of delaying the upstart of the business. Most high-powered website developers will be completely capable of putting websites of this moderate scale together within a few months.
Gear Share 20
Financial: Seasonality & Funding
GearShare’s major financial risk is being able to secure a worthy, industry-knowledgeable partner who can help offer valuable advice and contributions as we navigate the choppy first year of operations. Receiving the necessary funding is always a challenge but, GearShare will also operate on a seasonal business plan. Although we appeal to winter sports finding gear that fits accordingly can be troublesome. Therefore, we will increase event participation by focusing on bringing in ski and snowboard professionals along with winter outdoor professionals.
Financial Plan
GearShares current financial model indicates that the firm becomes profitable June the second year of operations this is described in our break even analysis below. Our required startup funds include the margin GearShare possesses is one of the best attributes of GearShare’s financial descriptions.
GearShare will develop of a website, and the purchasing of event equipment and additional rentable outdoor equipment to be posted on the website. The ability of GearShare to generate the revenue described primarily comes from the monthly membership fees and gear rentals. The events do provide a large portion of the revenue, but due to their seasonality during the colder months in Colorado, they have a smaller role in the revenue stream. Although our liquidity ratio is only 0.7 for the first two years, it quickly jumps up to 2.2 in year three.
Figure 14: GearShare Important Financial Elements
Figure 13: GearShare Break Even Analysis
Gear Share 21
Key DriversGearShare has 4 revenue streams which include membership, peer-to-peer gear rental, events, and
website advertising. Our membership and rentals will provide the largest portions of our revenue streams due to the high return and margins on these two items. The advantage that GearShare has is the minimal startup costs needed, along with the opportunity of rapid growth due to the ties to social media and the interest in outdoor activities currently.
The GearShare revenue streams will be limited by the success generated to convert potential members with events and membership opportunities. We will be keeping our membership and event fees at a low price point, $9.99 per/month and $15.00 per event, with hopes of increasing volume to meet our profit goals. The more we reach our target market, the better chance we will have to grow our membership base to the needed size. The high profit margins on the membership fees, events, and gear rentals are very favorable to GearShare’s revenue generation. With our low operating and R&D costs, we will be ahead of the game in managing this portion of our business. Finally, the last main driver of our business is our ability to grow membership quickly by word of mouth and targeted advertising. We have also included conservative estimates in our membership growth and other revenue streams to help create an accurate as possible financial model. Again, due to our low price point and variety of activities, GearShare stands as the perfect faucet for individuals to become involved in the outdoor community.
Required Startup Funds
GearShare will have a limited requirement of startup funds since we only anticipate buying a trailer, event hosting equipment, and outdoor gear to pre-stock our rental system. The total estimated cost is approximately $20,000 for all of the needed hard assets GearShare needs to begin operating. GearShare will also need $25,000 in order to cover the costs of hosting, hiring a full stack developer prior to the start of operations to build a website, along with a designer who can help implement a simple, powerful look that will appeal to visitors to our website. We will then expand into developing our smart phone app once we have an established member base.
Equity Investments 35,000$ Bank Debt 35,000$ Owners Investments 40,000$
110,000$
45,000$
First Year Losses 65,000$ 110,000$
Sources of Funding
Uses of FundingInitial Start Up Costs: Website development, event equipment,
Figure 15: GearShare Funding Summary Table
Gear Share 22
Funding Plan The majority of GearShare’s funding will be going directly to the design and implementation of our
website. GearShare is open to options of either debt or equity financing. The ability to bring on an equity investor with experience in the technology or outdoor sectors would be ideal to help provide support and guidance. The initial startup funds needed by GearShare will be $40,000 with an additional $70,000 to help cover the first year losses as GearShare becomes profitable June of the second year. We have also built in a 10% cash buffer into our startup costs to cover incidental and unforeseen costs.
Our funding plan consists of raising initial capital needs to begin the venture and cover the losses for the first year. Throughout this period, GearShare will be working on minimizing our budget and using the bootstrapping technique to help make sure the outflow of cash will be limited. After the first year, GearShare will begin looking for investors to help increase capital and allow us to begin developing a phone application and improve the website capabilities. GearShare hopes to continue expanding to new parts of the United States and to other countries, at which time it will be necessary to obtain additional funding. The initial loan and investment amount will go into funding the development, implementation, and testing of our website. We valued the development of our website at this price point because our website’s functionality and visual appeal are crucial to the success of GearShare. GearShare’s conservative financial model has positive cash flow values starting June of the second year. With the cash flows increasing into our third year, GearShare has built in the ability to pay off all of its financing by the third year in hopes of being able to begin generating more funding for further expansion.
Equity and Debt Funding
GearShare will be looking for bringing on an outside investor to invest $35,000 to help cover initial start. This will be for 30% equity stake in GearShare. This will allow the firm to not only have a debt free source of financing but, also provide valuable knowledge from a previous entrepreneur who can help guide GearShare in the right direction. The other portion of GearShare’s funding will be from small business loans, depending on the amount of equity funding received GearShare will look into a loan for either $35,000 or $70,000 dollars. U.S. Bank offers small business, SBA, and loans for Business Ownership and Expansion. The money granted may be used to finance business acquisition, equipment, debt refinance, working capital, inventory, and tenant improvement (Bank, 2015). We would be requesting a loan for $35,000-$70,000 with a 2.91% interest rate. (Journal, 2015).
Gear Share 23
Appendix
Gear Share 24
Gea
rSha
rePr
ojec
ted
Inco
me
Stat
emen
t - Y
ear O
neJa
nFe
bM
arA
prM
ayJu
nJu
lA
ugSe
pO
ctN
ovD
ecTo
tals
Inco
me
Gea
rSha
re M
embe
rshi
p-
$
20
0$
500
$
59
9$
749
$
899
$
84
9$
1,
199
$
1,
548
$
1,
648
$
2,
098
$
2,
697
$
12
,987
$
G
earS
hare
Gea
r Ren
tal
-$
25$
38$
56$
84$
127
$
19
0$
28
5$
427
$
64
1$
96
1$
1,
442
$
4,
275
$
Gea
rSha
re E
vent
s-
$
40
0$
400
$
40
0$
500
$
700
$
90
0$
1,
100
$
1,
300
$
1,
400
$
1,
500
$
1,
600
$
10
,200
$
G
earS
hare
Web
site
Adv
erti
sing
-$
600
$
60
0$
600
$
84
0$
84
0$
1,08
0$
1,08
0$
1,14
0$
1,14
0$
1,14
0$
1,14
0$
10,2
00$
Tota
l Inc
ome
-$
1,22
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1,53
7$
1,65
6$
2,17
4$
2,56
6$
3,01
9$
3,66
4$
4,41
6$
4,82
9$
5,69
9$
6,87
9$
37,6
62$
Cost
of S
ales
Gea
rSha
re M
embe
rshi
p-
$
-
$
-
$
-
$
-
$
-
$
-
$
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-
$
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$
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G
earS
hare
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r Ren
tal
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
Gea
rSha
re E
vent
s-
$
16
0$
160
$
16
0$
200
$
280
$
36
0$
44
0$
520
$
56
0$
60
0$
64
0$
4,08
0$
G
earS
hare
Web
site
Adv
erti
sing
-$
Tota
l Cos
t of S
ales
-$
160
$
16
0$
160
$
20
0$
28
0$
360
$
440
$
52
0$
560
$
600
$
640
$
4,
080
$
Gro
ss M
argi
n-
$
1,
065
$
1,
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$
1,
496
$
1,
974
$
2,
286
$
2,
659
$
3,
224
$
3,
896
$
4,
269
$
5,
099
$
6,
239
$
33
,582
$
Sala
ries
and
Wag
esO
wne
r's C
ompe
nsati
on-
$
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ries
-$
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Tim
e Em
ploy
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-$
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ploy
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867
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Inde
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rs-
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yrol
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Tota
l Sal
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Fixe
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sing
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$
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$
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r and
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xpen
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-$
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Bank
& M
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ees
50$
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Co
ntra
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abor
-$
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Conf
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ces
& S
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400
$
40
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400
$
40
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400
$
400
$
40
0$
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400
$
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4,80
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Cu
stom
er D
isco
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and
Ref
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-$
-$
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Gas
olin
e75
$
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$
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$
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$
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$
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$
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$
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$
75
$
75
$
75
$
90
0$
Mis
cella
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s-
$
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In
sura
nce
(Lia
bilit
y an
d Pr
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ty)
500
$
50
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500
$
50
0$
500
$
500
$
50
0$
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$
50
0$
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6,00
0$
Li
cens
es/F
ees/
Perm
its
500
$
50
0$
500
$
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$
500
$
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0$
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0$
500
$
50
0$
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6,00
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Le
gal a
nd P
rofe
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nal F
ees
75$
75$
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900
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O
ffice
Exp
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$
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60
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Post
age
and
Del
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y20
$
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$
20
$
20
$
20
$
20
$
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20
$
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Rent
(on
busi
ness
pro
pert
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3$
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733
$
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$
8,
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Rent
of V
ehic
les
and
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pmen
t-
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les
& M
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ting
50$
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xes-
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leph
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mun
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ons
50$
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Tr
avel
-$
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Uti
lities
250
$
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$
250
$
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$
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To
tal F
ixed
Bus
ines
s Ex
pens
es3,
503
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503
$
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503
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503
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42
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Oth
er E
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ses
Am
orti
zed
Star
t-up
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ense
s69
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$
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Dep
reci
ation
333
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In
tere
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al L
oan
29$
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332
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ortg
age
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
Line
of C
redi
t-
$
43
1$
458
$
48
4$
509
$
531
$
55
1$
56
9$
584
$
61
4$
64
1$
66
3$
6,03
5$
Cr
edit
Car
d D
ebt
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
Veh
icle
Loa
ns-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
O
ther
Ban
k D
ebt
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
Taxe
s-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
To
tal O
ther
Exp
ense
s1,
057
$
1,
487
$
1,
515
$
1,
540
$
1,
565
$
1,
586
$
1,
606
$
1,
624
$
1,
639
$
1,
668
$
1,
695
$
1,
717
$
18
,700
$
Net
Inco
me
(5,5
62)
$
(4
,928
)$
(4,6
43)
$
(4
,550
)$
(4,0
96)
$
(3
,806
)$
(3,4
53)
$
(2
,906
)$
(5,0
66)
$
(4
,722
)$
(3,9
19)
$
(2
,801
)$
(50,
451)
$
Gear Share 25
Income Statement Year 2
GearShareProjected Income Statement - Year Two
Q1 Q2 Q3 Q4 Year Total
IncomeGearShare Membership 10,579$ 18,065$ 31,217$ 31,217$ 113,805$ GearShare Gear Rental 5,249$ 6,986$ 9,299$ 9,299$ 33,911$ GearShare Events 5,414$ 6,779$ 8,565$ 8,565$ 31,488$ GearShare Website Advertising 3,450$ 3,570$ 3,660$ 3,660$ 14,640$
Total Income 24,693$ 35,401$ 52,741$ 52,741$ 193,844$
Cost of SalesGearShare Membership -$ -$ -$ -$ -$ GearShare Gear Rental -$ -$ -$ -$ -$ GearShare Events 2,166$ 2,712$ 3,426$ 3,426$ 12,595$ GearShare Website Advertising -$ -$ -$ -$ -$
Total Cost of Sales 2,166$ 2,712$ 3,426$ 3,426$ 12,595$
Gross Margin 22,527$ 32,689$ 49,315$ 49,315$ 181,249$
Salaries and WagesOwner's Compensation 7,416$ 7,416$ 7,416$ 7,416$ 29,664$ Salaries -$ -$ -$ -$ -$ Full-Time Employees -$ -$ -$ -$ -$ Part-Time Employees 2,678$ 2,678$ 2,678$ 2,678$ 10,712$ Independent Contractors 4,000$ 2,000$ 4,000$ 4,000$ 12,000$ Payroll Taxes and Benefits 2,158$ 1,925$ 2,158$ 2,158$ 8,167$
Total Salary and Wages 16,252$ 14,019$ 16,252$ 16,252$ 60,543$
Fixed Business ExpensesAdvertising 2,318$ 2,318$ 2,318$ 2,318$ 9,270$ Car and Truck Expenses -$ -$ -$ -$ -$ Bank & Merchant Fees 155$ 155$ 155$ 155$ 618$ Contract Labor -$ -$ -$ -$ -$ Conferences & Seminars 1,236$ 1,236$ 1,236$ 1,236$ 4,944$ Customer Discounts and Refunds -$ -$ -$ -$ -$ Gasoline 232$ 232$ 232$ 232$ 927$ Miscellaneous -$ -$ -$ -$ -$ Insurance (Liability and Property) 1,545$ 1,545$ 1,545$ 1,545$ 6,180$ Licenses/Fees/Permits 1,545$ 1,545$ 1,545$ 1,545$ 6,180$ Legal and Professional Fees 232$ 232$ 232$ 232$ 927$ Office Expenses & Supplies 155$ 155$ 155$ 155$ 618$ Postage and Delivery 62$ 62$ 62$ 62$ 247$ Rent (on business property) 2,266$ 2,266$ 2,266$ 2,266$ 9,064$ Rent of Vehicles and Equipment -$ -$ -$ -$ -$ Sales & Marketing 155$ 155$ 155$ 155$ 618$ Taxes-Other -$ -$ -$ -$ -$ Telephone and Communications 155$ 155$ 155$ 155$ 618$ Travel -$ -$ -$ -$ -$ Utilities 773$ 773$ 773$ 773$ 3,090$
Total Fixed Business Expenses 10,825$ 10,825$ 10,825$ 10,825$ 43,301$
Other ExpensesAmortized Start-up Expenses 2,083$ 2,083$ 2,083$ 2,083$ 8,333$ Depreciation 1,000$ 1,000$ 1,000$ 1,000$ 4,000$ Interest -$ -$ -$ -$
Commercial Loan 77$ 74$ 71$ 71$ 290$ Commercial Mortgage -$ -$ -$ -$ -$ Line of Credit 2,105$ 2,211$ 2,214$ 2,214$ 8,743$ Credit Card Debt -$ -$ -$ -$ -$ Vehicle Loans -$ -$ -$ -$ -$ Other Bank Debt -$ -$ -$ -$ -$
Taxes -$ -$ 3,156$ 3,156$ 12,874$ Total Other Expenses 5,265$ 5,368$ 8,524$ 8,524$ 34,241$
-$ -$ -$ -$ Net Income (9,815)$ 2,477$ 13,713$ 13,713$ 43,164$
Gear Share 26
Income Statement Year 3
GearShareProjected Income Statement - Year Three
Q1 Q2 Q3 Q4 Year Total
IncomeGearShare Membership 88,924$ 125,642$ 161,741$ 209,806$ 586,114$
GearShare Gear Rental 17,222$ 22,923$ 30,510$ 40,609$ 111,265$
GearShare Events 12,770$ 16,006$ 20,223$ 26,363$ 75,361$
GearShare Website Advertising 5,340$ 7,140$ 7,320$ 7,920$ 27,720$
Total Income 124,256$ 171,711$ 219,795$ 284,698$ 800,460$
Cost of SalesGearShare Membership -$ -$ -$ -$ -$
GearShare Gear Rental -$ -$ -$ -$ -$
GearShare Events 5,108$ 6,402$ 8,089$ 10,545$ 30,144$
GearShare Website Advertising -$ -$ -$ -$ -$
Total Cost of Sales 5,108$ 6,402$ 8,089$ 10,545$ 30,144$
Gross Margin 119,148$ 165,309$ 211,705$ 274,153$ 770,315$
Salaries and WagesOwner's Compensation 7,638$ 7,638$ 7,638$ 7,638$ 30,554$
Salaries -$ -$ -$ -$ -$
Full-Time Employees 4,965$ 4,965$ 4,965$ 4,965$ 19,860$
Part-Time Employees -$ -$ -$ -$ -$
Independent Contractors 4,000$ 2,000$ 4,000$ 2,000$ 12,000$
Payroll Taxes and Benefits 2,451$ 2,218$ 2,451$ 2,218$ 9,336$
Total Salary and Wages 19,054$ 16,821$ 19,054$ 16,821$ 71,750$
Fixed Business ExpensesAdvertising 2,387$ 2,387$ 2,387$ 2,387$ 9,548$
Car and Truck Expenses -$ -$ -$ -$ -$
Bank & Merchant Fees 159$ 159$ 159$ 159$ 637$
Contract Labor -$ -$ -$ -$ -$
Conferences & Seminars 1,273$ 1,273$ 1,273$ 1,273$ 5,092$
Customer Discounts and Refunds -$ -$ -$ -$ -$
Gasoline 239$ 239$ 239$ 239$ 955$
Miscellaneous -$ -$ -$ -$ -$
Insurance (Liability and Property) 1,591$ 1,591$ 1,591$ 1,591$ 6,365$
Licenses/Fees/Permits 1,591$ 1,591$ 1,591$ 1,591$ 6,365$
Legal and Professional Fees 239$ 239$ 239$ 239$ 955$
Office Expenses & Supplies 159$ 159$ 159$ 159$ 637$
Postage and Delivery 64$ 64$ 64$ 64$ 255$
Rent (on business property) 2,334$ 2,334$ 2,334$ 2,334$ 9,336$
Rent of Vehicles and Equipment -$ -$ -$ -$ -$
Sales & Marketing 159$ 159$ 159$ 159$ 637$
Taxes-Other -$ -$ -$ -$ -$
Telephone and Communications 159$ 159$ 159$ 159$ 637$
Travel -$ -$ -$ -$ -$
Utilities 796$ 796$ 796$ 796$ 3,183$
Total Fixed Business Expenses 11,150$ 11,150$ 11,150$ 11,150$ 44,600$
Other ExpensesAmortized Start-up Expenses 2,083$ 2,083$ 2,083$ 2,083$ 8,333$
Depreciation 1,000$ 1,000$ 1,000$ 1,000$ 4,000$
Interest -$ -$ -$ -$
Commercial Loan 66$ 63$ 60$ 57$ 246$
Commercial Mortgage -$ -$ -$ -$ -$
Line of Credit 2,014$ 1,247$ 147$ (1,477)$ 1,931$
Credit Card Debt -$ -$ -$ -$ -$
Vehicle Loans -$ -$ -$ -$ -$
Other Bank Debt -$ -$ -$ -$ -$
Taxes 17,173$ 27,006$ 36,059$ 49,320$ 129,558$
Total Other Expenses 22,336$ 31,399$ 39,349$ 50,984$ 144,068$
Net Income 66,609$ 105,939$ 142,152$ 195,198$ 509,897$
Gear Share 27
Cash Flows Year 1Ge
arSha
rePro
jected
Cash
Flow S
tatem
ent - Y
ear On
e JanFeb
Mar
Apr
May
JunJul
Aug
Sep
Oct
Nov
Dec
Totals
Begin
ning C
ash Ba
lance
-$
110,0
00$
110,0
00$
110,0
00$
110,0
00$
110,0
00$
110,0
00$
110,0
00$
110,0
00$
110,0
00$
110,0
00$
110,0
00$
Cash
Inflow
s Incom
e from
Sales
-$
980
$
1,230
$
1,325
$
1,739
$
2,053
$
2,415
$
2,931
$
3,532
$
3,863
$
4,559
$
5,503
$
30,13
0$
Accou
nts Re
ceivab
le-
$
-
$
12
2$
21
5$
24
2$
30
0$
36
5$
43
0$
51
7$
62
5$
70
4$
81
1$
4,3
32$
Total C
ash Inf
lows
-$
980
$
1,352
$
1,539
$
1,981
$
2,353
$
2,780
$
3,361
$
4,050
$
4,488
$
5,263
$
6,314
$
34,46
2$
Cash
Outflo
ws Invest
ing Ac
tivities
New F
ixed A
ssets P
urchas
es-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
Invent
ory Ad
dition
to Bal.S
heet
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
Cost o
f Sale
s-
$
16
0$
16
0$
16
0$
20
0$
28
0$
36
0$
44
0$
52
0$
56
0$
60
0$
64
0$
4,0
80$
Opera
ting A
ctivitie
sSa
laries
and W
ages
1,002
$
1,002
$
1,002
$
1,002
$
1,002
$
1,002
$
1,002
$
1,002
$
3,819
$
3,819
$
3,819
$
3,819
$
23,29
4$
Fixed
Busin
ess Ex
penses
3,503
$
3,503
$
3,503
$
3,503
$
3,503
$
3,503
$
3,503
$
3,503
$
3,503
$
3,503
$
3,503
$
3,503
$
42,04
0$
Taxes
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
-$
Financ
ing Ac
tivities
-$
Loan P
ayment
s75
$
75
$
75
$
75
$
75
$
75
$
75
$
75
$
75
$
75
$
75
$
75
$
90
6$
Line o
f Cred
it Inter
est-
$
76
4$
79
4$
82
2$
84
9$
87
3$
89
6$
91
6$
93
3$
96
5$
99
5$
1,0
20$
9,8
26$
Line o
f Cred
it Repa
yment
s-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
Divide
nds Pa
id-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
Total C
ash Ou
tflows
4,581
$
5,505
$
5,535
$
5,563
$
5,630
$
5,734
$
5,836
$
5,937
$
8,851
$
8,923
$
8,993
$
9,058
$
80,14
5$
Cash
Flow
(4,58
1)$
(4,52
5)$
(4,18
3)$
(4,02
3)$
(3,64
8)$
(3,38
1)$
(3,05
6)$
(2,57
6)$
(4,80
1)$
(4,43
5)$
(3,73
0)$
(2,74
3)$
(45,68
3)$
Opera
ting C
ash Ba
lance
(4,58
1)$
105,4
75$
105,8
17$
105,9
77$
106,3
52$
106,6
19$
106,9
44$
107,4
24$
105,1
99$
105,5
65$
106,2
70$
107,2
57$
Line o
f Cred
it Draw
downs
114,5
81$
4,525
$
4,183
$
4,023
$
3,648
$
3,381
$
3,056
$
2,576
$
4,801
$
4,435
$
3,730
$
2,743
$
155,6
83$
Ending
Cash
Balan
ce11
0,000
$
11
0,000
$
11
0,000
$
11
0,000
$
11
0,000
$
11
0,000
$
11
0,000
$
11
0,000
$
11
0,000
$
11
0,000
$
11
0,000
$
11
0,000
$
Line o
f Cred
it Bala
nce
114,58
1$
119
,106
$
123,28
9$
127
,312
$
130,96
0$
134
,341
$
137,39
7$
139
,973
$
144,77
5$
149
,210
$
152,94
0$
155
,683
$
Gear Share 28
Cash Flows Year 2
GearShareProjected Cash Flow Statement - Year Two
Q1 Q2 Q3 Q4 Totals
Beginning Cash Balance 330,000$ 330,036$ 348,467$ 409,933$
Cash InflowsIncome from Sales 19,754$ 28,320$ 42,193$ 64,808$ 155,075$ Accounts Receivable 3,242$ 4,502$ 6,617$ 10,045$ 24,405$
Total Cash Inflows 22,996$ 32,822$ 48,809$ 74,853$ 179,480$
Cash OutflowsInvesting Activities
New Fixed Assets Purchases -$ -$ -$ -$ -$
Inventory Addition to Bal. Sheet -$ -$ -$ -$ -$
Cost of Sales 2,166$ 2,712$ 3,426$ 4,292$ 12,595$ Operating Activities
Salaries and Wages 16,252$ 14,019$ 16,252$ 14,019$ 60,543$ Fixed Business Expenses 10,825$ 10,825$ 10,825$ 10,825$ 43,301$ Taxes -$ -$ 2,497$ 9,496$ 11,992$
Financing Activities -$ Loan Payments 226$ 226$ 226$ 226$ 906$ Line of Credit Interest 3,188$ 3,313$ 3,326$ 3,326$ 13,152$ Line of Credit Repayments -$ -$ -$ -$ -$
Dividends Paid -$ -$ -$ -$ -$
Total Cash Outflows 32,657$ 31,095$ 36,552$ 42,184$ 142,489$
Cash Flow (9,661)$ 1,727$ 12,257$ 32,669$ 36,991$
Operating Cash Balance 320,339$ 332,700$ 360,724$ 442,602$
Line of Credit Drawdowns -$ -$ -$ -$ 10,599$
Ending Cash Balance 330,000$ 332,700$ 360,724$ 442,602$
Line of Credit Balance 498,847$ 498,847$ 498,847$ 498,847$
Gear Share 29
Cash Flows Year 3
GearShareProjected Cash Flow Statement - Year Three
Q1 Q2 Q3 Q4 Totals
Beginning Cash Balance 509,007$ 620,026$ 781,837$ 985,308$
Cash InflowsIncome from Sales 99,405$ 137,369$ 175,836$ 227,758$ 640,368$ Accounts Receivable 15,521$ 22,700$ 29,731$ 38,024$ 105,617$
Total Cash Inflows 114,926$ 160,069$ 205,567$ 265,782$ 745,984$
Cash OutflowsInvesting Activities
New Fixed Assets Purchases -$ -$ -$ -$ -$ Inventory Addition to Bal.Sheet -$ -$ -$ -$ -$ Cost of Sales 5,108$ 6,402$ 8,089$ 10,545$ 30,144$
Operating ActivitiesSalaries and Wages 19,054$ 16,821$ 19,054$ 16,821$ 71,750$ Fixed Business Expenses 14,897$ 14,897$ 14,897$ 14,897$ 44,600$ Taxes 16,951$ 26,783$ 35,836$ 49,098$ 128,668$
Financing ActivitiesLoan Payments 226$ 226$ 226$ 226$ 906$ Line of Credit Interest 3,126$ 2,359$ 3,326$ 3,326$ 6,379$ Line of Credit Repayments -$ -$ -$ -$
Dividends Paid -$ -$ -$ -$ -$ Total Cash Outflows 55,775$ 64,515$ 25,756$ 90,428$ 287,986$
Cash Flow 59,151$ 95,554$ 127,938$ 175,354$ 457,988$
Operating Cash Balance 598,092$ 859,366$ 1,215,242$ 1,703,215$
Line of Credit Drawdowns -$ -$ -$ -$ -$
Ending Cash Balance 598,092$ 859,366$ 1,215,242$ 1,703,215$
Line of Credit Balance 498,847$ 498,847$ 498,847$ 498,847$
Gear Share 30
Balance Sheet Year 1
GearShareBalance Sheet - Year One
AssetsCurrent Assets
Cash -$ Accounts Receivable -$ Inventory -$ Prepaid Expenses -$ Other Current 25,000$
Total Current Assets 25,000$
Fixed AssetsReal Estate-Land -$ Buildings -$ Leasehold Improvements -$ Equipment -$ Furniture and Fixtures -$ Vehicles -$ Other Fixed Assets 20,000$
Total Fixed Assets 20,000$
Less: Accumulated Depreciation -$
Total Assets 45,000$
Liabilities and Owner's EquityLiabilities
Accounts Payable -$ Loan Payable 5,000$ Mortgage Payable -$ Credit Card Debt -$ Vehicle Loans -$ Other Bank Debt -$ Line of Credit Balance -$
Total Liabilities 5,000$
Owner's EquityCommon Stock 40,000$ Retained Earnings -$ Dividends Dispersed -$
Total Owner's Equity 40,000$
Total Liabilities and Owner's Equity 45,000$
Gear Share 31
Balance Sheet Year 2GearShareBalance Sheet - Year Two
End of Year One End of Year Two
AssetsCurrent Assets
Cash 60,000$ 109,303$ Accounts Receivable 3,200$ 17,564$ Inventory -$ -$ Prepaid Expenses -$ -$ Other Current 16,667$ 8,333$
Total Current Assets 79,867$ 135,200$
Fixed AssetsReal Estate-Land -$ -$ Buildings -$ -$ Leasehold Improvements -$ -$ Equipment -$ -$ Furniture and Fixtures -$ -$ Vehicles -$ -$ Other Fixed Assets 20,000$ 20,000$
Total Fixed Assets 20,000$ 20,000$
Less: Accumulated Depreciation 4,000$ 8,000$
Total Assets 95,866$ 147,200$
Liabilities and Owner's EquityLiabilities
Accounts Payable -$ -$ Notes Payable 4,426$ 3,811$ Mortgage Payable -$ -$ Credit Card Debt -$ -$ Vehicle Loans -$ -$ Other Bank Debt -$ -$ Line of Credit Balance 101,892$ 110,676$
Total Liabilities 106,318$ 114,487$
Owner's EquityCommon Stock 40,000$ 40,000$ Retained Earnings (50,451)$ (7,287)$ Dividends Dispersed -$ -$
Total Owner's Equity (10,451)$ 32,713$
Total Liabilities and Owner's Equity 95,866$ 147,200$
Gear Share 32
Balance Sheet Year 3GearShareBalance Sheet - Year Three
End of Year Two End of Year Three
AssetsCurrent Assets
Cash 109,303$ 352,887$ Accounts Receivable 17,564$ 72,039$ Inventory -$ -$ Prepaid Expenses -$ -$ Other Current 8,333$ (0)$
Total Current Assets 135,200$ 424,926$
Fixed AssetsReal Estate-Land -$ -$ Buildings -$ -$ Leasehold Improvements -$ -$ Equipment -$ -$ Furniture and Fixtures -$ -$ Vehicles -$ -$ Other Fixed Assets 20,000$ 20,000$
Total Fixed Assets 20,000$ 20,000$
Less: Accumulated Depreciation 8,000$ 12,000$
Total Assets 147,200$ 432,925$
Liabilities and Owner's EquityLiabilities
Accounts Payable -$ -$ Notes Payable 3,811$ 3,151$ Mortgage Payable -$ -$ Credit Card Debt -$ -$ Vehicle Loans -$ -$ Other Bank Debt -$ -$ Line of Credit Balance 110,676$ (112,836)$
Total Liabilities 114,487$ (109,684)$
Owner's EquityCommon Stock 40,000$ 40,000$ Retained Earnings (7,287)$ 502,610$ Dividends Dispersed -$ -$
Total Owner's Equity 32,713$ 542,610$
Total Liabilities and Owner's Equity 147,200$ 432,925$
Gear Share 33
GearShare Break Even Analysis
GearShare Cash Flows
Gear Share 34
Troy Kirkland Coody III10484 Plateau Rd. Longmont, CO, 80504 – 303-775-0712 – [email protected]
Summary
Hard working, team oriented, and technically experienced molecular biology undergraduate searching for a graduate school position focused on improving our understanding of cancer and cell biology structural elements in hopes of
benefiting the human condition.
Education
University of Colorado - Boulder, Colorado August 2012 - May 2016 (B.S. Molecular Biology GPA: 3.48)
Professional Experience
Undergraduate Researcher in Odorizzi Lab - CU Boulder - August 2013 - Present
Developing novel experiments and constructs to understand the effect of Bro1 on the ESCRT pathway through immune-precipitations and western blots under conditions of specific ESCRT-III protein overexpression, Vps2, Vps24, and Bro1.
Lab Technician in Odorizzi Lab - CU Boulder - January 2013 - Present
Increased lab efficiency and helped reduce waste and costs in reagent production.Advanced Bacteriophage Freshmen Lab Course - CU Boulder - August 2012 - May 2013
Learned basic molecular biology techniques while isolating a novel bacteriophage (see publication)Selected Skills and Techniques
Molecular Biology Techniques
DNA Isolation PCR, primer construction and cloning Transformation of yeast Transformation of bacteria
Computer Skills - word processing, presentations, spreadsheets, database and cataloging
Leadership - exceptional communication skills, team oriented, organizational, public speaking
Publications
Pope, Welkin H., Charles A. Bowman, Daniel A. Russell, Deborah Jacobs-Sera, David J. Asai, Steven G. Cresawn, William R. Jacobs, Roger W. Hendrix, Jeffrey G. Lawrence, and Graham F. Hatfull. "Whole Genome Comparison of a Large Collection of Mycobacteriophages Reveals a Continuum of Phage Genetic Diversity." ELife 4 (2015): n. pag. Web.
Identified a novel bacteriophage from an aquatic eco-system. Analyzed through EM morphology, PCR, and restriction enzyme digest. After sequencing the novel phages genome my class and I annotated the genome and performed BLAST data mining to be used for this publication
Protein Gel Electrophoresis Western Blot Immunoprecipitation Cryogenic Lysis Procedure
Gear Share 35
Teaching Experience
MCDB Undergraduate TA - July 2015 - Present
Taught and mentored students in 2 lab sections of Intro to MCDB and Genetics courses. Leeds School of Business Marketing TA - January 2015 - Present
Maintained and streamlined tasks and grading for upper division classesGeology Teaching Assistant - August 2013 - May 2014
Mentored students by providing review sessions for tests and weekly homework help sessionsMCDB Mentor - October 2013 - Present
Tutored underclassmen at study sessions in MCDB Intro, and Genetics
Honors & Awards
BURST Undergraduate Research Grant - CU Boulder - August 2013 - May 2014
UROP (Undergraduate Research Opportunity) Grant - August 2014 - Present
Resident Advisor of the Year Nomination - August 2013 - May 2014
UROP Ambassadors Representative - August 2015 - Present
Leadership Experience
RAppin conference Attendee - October 2014
Selected to attend a Resident Advisor conference in New MexicoCU Student Ambassador Team Lead - September 2014 - Present
Selected to represent the CU Office of Admission as a volunteer tour guide and team leader. To provide guided tours of the university for prospective students and their parents or guardians
NRHH (National residence Hall Honorary) Executive Board Member - October 2013 - May 2014
Facilitated the monthly award system and weekly recognition programs for NRHH and managed the websiteMCDB Mentors - September 2012 - Present
Mentored 1st and 2nd year MCDB students to ensure their success at CU in MCDB
Work Experience
University of Colorado Resident Assistant - August 2013 – Present
Fostered the development of an inclusive community of 30-45 first year students. Maintained the well-being of 450 residents while dealing with high stress situations and developing 1 to 1 connections to increase retention.
Winter International Student Resident Assistant - January 2014 & January 2015
Helped assimilate international students to life at CU through a week long orientation session. Developed personal connections and helped foster the inclusion of internationals students.
Ute Creek Golf Course Crew Leader City of Longmont - March 2010 - August 2014
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JACQUELINE CARROLL 2915 Baseline Road, Apartment 320, Boulder City, CO 80303 | C: 917-757-3442 | [email protected]
EDUCATIONBachelor of Science, Psychology Dec 2015University of Colorado at Boulder - Boulder, CO, United StatesMinor in Business - Focus in Business Analytics and Managing Innovation
PROFESSIONAL EXPERIENCET’aco Restaurant Aug 2015 to Current
Intern – Boulder CO
Experience observing the inner workings of a small company with practical experience working with marketing, advertising, and analyzing financial statements.
Sunglass Hut Jun 2014 to Oct 2014Sales Associate - Boulder, CO
Sold sunglasses, counted inventory, opened and closed store, mastered Ciao computerprogram, and made cash deposits to Wells Fargo.
Red Bull North America Jul 2012 to Feb 2013Wings Team Member - Denver, CO
Focused on field marketing the product throughout the state of Colorado.
Samurai Trading LLC Jul 2009 to Aug 2011Trader's Assistant - New York, New York
Worked during the second part of three summers with mean revision strategies, electronictrading, US equity securities.
Morro Bay Surf Company Jun 2008 to Jul 2009Surfing Instructor - Morro Bay, CA
Worked two summers during the month of June teaching children to surf, cleaningequipment, and organizing private lessons.
SKILLS & AWARDSCertified Yoga Instructor Core Power Yoga Boulder, Colorado (2015)
Competitive Mogul Skiing TrainingSki and Snowboard Club Vail, Colorado (2008-2011)
Mogul Skiing Training (Gymnastics) at WOGA Gym, Frisco, Texas (2009-2011)
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Davis Kigin802 University Avenue, Boulder, CO 80302 [email protected] 303-809-9956
https://www.linkedin.com/in/daviskigin
EDUCATIONUniversity of Colorado at Boulder – College of Engineering and Applied Science May 2016Bachelor of Science in Architectural Engineering, Emphasis in Construction ManagementMinor in Business
Major GPA – 3.3, Cumulative GPA – 3.14 Relevant Projects: Part of a team that designed a double envelope passive solar home for
Engineering Projects class, moderating indoor temperature fluctuations within 10 degrees between day and night.
Relevant Courses: Intro to Construction, Project Management 1, Business Methods & Economics for Engineers, Engineering Drawing, Marketing & Management, Accounting & Finance
Study Abroad – Culture Wars in Rome: Spent two weeks in Rome, Italy in May 2015 studying history and culture.
Occupational Safety and Health Administration June 201430 Hour Construction Certification
PROFESSIONAL EXPERIENCEMortenson Construction, Phoenix, Arizona June 2015-August 2015
Integrated Construction Coordinator Intern, Full-Time Assigned to SRP Renovation project in Tempe. Modeled pipe and conduit in AutoCAD, imported
models into Navisworks to run clash detection. Built virtual mock-ups in Sketchup, created sequence of animation to explain potential issues.
Supported BIM Coordinator by preparing models for Oculus Rift, stitched together point clouds from Laser Scanner.
JE Dunn, Boulder, Colorado September 2014-May 2015
Intern, Part-Time
Assisted with closeout on Central Utility Plant project on CU Boulder Campus; collected maintenance manuals and warranties from about 20 subcontractors, created and assessed fines for over 100 tickets on the punch list. Responsible for writing and helping resolve over 200 RFIs and Submittals, managing document libraries and uploading them to project site.
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Turner Construction, Denver, Colorado June-August 2014
Intern, Full-Time
Assigned to the GoGo Wireless Relocation project in Broomfield, Colorado. Assisted the Project Manager, Project Engineer, and Superintendent on various tasks ensuring the project stayed on budget and on schedule.
Created ~20 RFIs and Submittal Packages, assembled Pre-Task Planning sheets and Daily Construction Reports from foremen on site, and made ~400 phone calls confirming contact information for the master bid list.
Jacobs Engineering December 2011
40 Hour Job Shadow
Attended department meetings, counted various items on the drawings, and helped organize drawing sets.
LEADERSHIP University of Colorado Club Golf Team August 2015-PresentPresident
Grow club golf at CU by advertising and recruiting players from the CU Campus. Organize and pay team dues each semester, set up team meetings and social events, act as point of contact between NCCGA and team.
Sigma Phi Epsilon Colorado Alpha, Boulder, Colorado February 2013-PresentPhilanthropy Chairman
Coordinated first annual spring philanthropy event, "Checking for Cancer," an All-Star hockey game with two teams composed of players from 10 different fraternities at CU. The event has raised a cumulative $20,000 over two years, with all proceeds benefiting the V Foundation for Cancer Research.
Associated General Contractors Student Chapter, Boulder, Colorado August 2014-PresentExecutive Board - Secretary
Maintain attendance sheet for weekly meetings, update member contact information, and advertise through social media.
SKILLS & AWARDS Proficient in Microsoft Office, Primavera P6, Laser Scanning, Bluebeam, AutoCAD, Revit, Navisworks,
Sketchup, 3DS Max Awarded scholarships: AGC Foundation, Clarence Eckel Memorial, David DeCook, Bernice Schultz,
Business Minor
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Connor L. Guerrieri4444 Gladiola Street
Golden, CO 80403
Tel: 708-927-9886Email: [email protected]
EDUCATIONUniversity of Colorado, Boulder
Cumulative GPA: 3.1B.S. in Engineering, Computer Science, Software Engineering Track (December 2015) - Minors in Business and Philosophy (December 2015)Chancellor’s Achievement Award
Honors Program (Top admitted students)Stampede Leadership Program (competitive admission)Scholarships: Zazove Foundation, Illinois Audiology Association, Hotchkiss Foundation
Lime Connect Fellow, Class of 2013 (http://limeconnect.com/)
TECHNICAL PROFICIENCY
Programming Languages: C, C++, Java, Python, CSS, HTML Experience with SQL and MongoDB database creation and management Github, TortoiseSVN source control Proficient in Word, Powerpoint, and Excel (including financial modeling)
EMPLOYMENT
McGraw-Hill Financial, Intern, Data Collections (June 2014 - August 2015)o Write/adjust/fix scheduled data-collection Python scripts, as well as conduct database and
stored procedure management for the collected data in the resident SQL database, assisting other team members.
Phobic Studios, Programmer (Fall 2012)o Wrote parser program for Mac .plist files in Qt C++ to non-mac systems to assist developers
for game development project. Worked independently but actively recruited the help of several other programmers.
ACADEMIC/RELATED PROJECTS
Wrote 3D wire-frame interactive viewer with C++ in EMACS environment (Fall 2011) Assisted minor scripting for game development using Javascript in Unity (Summer 2012) Helped create a web interface that created and stored recreate-able atmospheric modeling
workflows for the National Center for Atmospheric Research (NCAR). Created the entire database and retrieval system using MongoDB through PyMongo (Spring 2015)
OTHER ACTIVITIES AND INTERESTS
Member of CU Investment Club, avid interest in personal finance and investment Competitive singles/doubles tennis player (Boulder Tennis Association and USTA) Chess, poker, running, camping and hiking Traveled throughout the US, Europe, Canada, and India