James Turner - Brigid Rowe - Kara Ford - Nicolas Abuchaibe

Pro-Tech, LLC

2010

Business Plan

Table of Contents

Executive Summery 3-4

Marketing Opportunity 5

Market Solution 6

Market Analysis 7

Market Strategy 8-9

Management Team 10-11

Technical Analysis 12-14

Critical Risks 14

Financial Analysis 15-17

Appendices 18-26

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Executive Summary

Today, we are living in a world that is technology dependent and having a “smart” device is what places some people ahead of the game. Pro-tech is a company that insures smart devices so our clients can use them, when they need them the most. Where most smart devices can be expensive and extremely difficult to fix when looking to major cell phone providers for help, Pro-tech will make insurance and trouble shooting for these devices easy and accessible to all.

Pro-Tech’s Solution to a Smart Device Problem

According to an article on www.blog.nielsen.com, 28% of cell phone users own smart phones or smart devices like iPads and iPods, and this number is continuing to grow. These type of devices are not normally covered under insurance policies provided by cell phone providers. Pro-tech will offer policies that feature low deductibles that allows smart device owners to save money when acquiring coverage for their valuable items. Currently carrier insurance plans for smart phones have a payment system which ranges from $4.99 to $6.99 a month and a deductible ranging from $100.00 to $125.00. We believe by giving the customer options to pay monthly, quarterly, annual or two or more years will allow us to integrate our plan into their preferred budgets. Additional, we found the cost of their insurance premiums and deductibles are equal to the purchasing price of most equipment after only two years. We believe maintaining a cost structure below full replacement value will allow us to have a major advantage over the competition in the market.

Pro-Tech as a Product

Pro-tech will offer insurance policies on tablet computers, smart phones, and MP3 players. Market research suggests that 40% of all smart devices purchased are in need of our services within a year time frame. With that in mind, we have developed a pricing strategy that allows us to remain competitive in the industry. Tablet computer insurance policies will have a premium of $149.99 per year with a $50.00 deductible. Smart phone plans will have a premium of $99.99 per year with a $50.00 deductible. Finally, MP3 player plans will have a premium of $49.99 per year with a $50.00 deductible.

Pro-tech’s Market and Marketing Strategy

To market Pro-Tech, we have conducted research to find niche populations that will mostly likely purchase our product and services. According to the Nielsen Company and their article on smart phone usage in the United States, 50% of people who own Android phones and 43% of people who own iPhones are under the age of 35. We can use youthful marketing strategies like social media. While these devices can be marketed toward the youth, the Blackberry is shown to be owned by a majority of people who are 45 years and older. Marketing strategies that are business focused and advertisements on television in addition to online media would be a great way to reach this market. Additionally, we would like to get in contact with retailers who sell smart devices such as Wal‐Mart, BestBuy, and RadioShack. Establishing a strategic partnership with retailers will not only increase their productivity and help provide their customers with essential accessories for mobile computing devices, but Pro-Tech would be positioned to customers while making their purchasing decisions. Furthermore we will like to make promotions for customers who bundle their devices together into a complete insurance solution.

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Finally, we believe that word of mouth will be our best form of reaching our customers. With this in mind, we must strive to ensure our brand image exceeds customer expectations. We can accomplish this by ensuring that every customer gets a extraordinary experience from every aspect of our company

Pro-Tech’s Financial Analysis

In order to get our Pro-‐‐Tech started we will need $1,499,100.00. This price includes the rent, equipment, furniture and fixtures for our buildings. It also includes our inventory, insurance, supplies, advertising, and utility cost. Pro-Tech’s management team is investing $1,000,000 in order to launch this business venture, and is seeking the $449,100 from investors who will have a 20% equity stake in the company. In our one year sales forecast, we believe we will sell close to 12,000 plans and a 20% growth rate. We believe in our second year we will see a 40% growth rate, and in our third year a 30% growth rate. After conducting much research and a break even analysis, we are confident that we will break even in 24 months, with expenses costing $4,000,000 and revenues will be at $8,000.000.

Pro-Tech’s Start-up Plan

Our start up process will begin by getting a loan to cover our main startup costs. To cover the remaining $449,100 we are looking for investments from venture capitalists and also getting an approved bank loan. Next we will need to file Pro-Tech as an official business, register the Pro-Tech name, and become an LCC. Along with this we need to get a tax identification number and license/permit which is done by filing papers with the government which could take from three to five weeks. After that paperwork is done, we next need to find and lease a building space, ideally one with a mortgage of around $60,000. We would like to be localized in New York City area because this area has a high concentration of smartphone users. Once we have a space, our next step is to acquire our equipment for our business, and design the interior of our building, which we would like to have accomplished in one month’s time. Once our building is finished and equipment is bought, we will then hire our potential employees, start our advertising campaign, and ultimately begin Pro-Tech.

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Market Opportunity

Pro-Tech has a great opportunity to reach people who own smart devices because currently most cell phone carriers do not offer insurance policies that cover them. Specifically, Apple iPhones and iPads are not readily covered by AT&T and other smart device carriers. Our CEO, James Travis Turner has worked as a consultant for AT&T and Radio Shack. He has had first-hand experience witnessing iPhone customers coming into his AT&T store and having broken phones that could not be fixed or replaced. Over the course of the interaction with these customers, there has been a plea for AT&T, APPLE or any other company to come up with an affordable solution in light of the increase in popularity and fragile design of these devices. Not only will Pro-Tech offer insurance on these devices, we will offer a variety of policies with different payment options. Not only will Pro-Tech offer insurance on these devices, we will offer a variety of policies with different payment options that most phone carriers and insurance companies do not offer. We believe that offering payment options on a monthly, quarterly, annually, or two or more years will give Pro-Tech a competitive advantage in our market and allow for higher customer satisfaction. Another aspect to Pro-Tech’s competitive advantage is that we will offer premiums to our customers on smart devices that are below the full replacement value. Cell phone companies, which are our main competition, offer monthly premiums between $4.99 to $6.99 a month with deductibles ranging from $100.00 to $125.00. Apple offers an their AppleCare extended warranty plan for their devices at the cost of $69.00 but it does not cover accidental incidents, just warranty defects in the product. Asurian, market-share leader in our industry, just started offering Mobile Protect but it cost 11.99 a month and the deductible can range from $99.00 to $149.00 per claim. In order to receive complete coverage for your device, consumers would need to purchase both the AppleCare plan and Mobile Protect. With Pro-Tech, consumers would only need to come to us, and have much more affordable and hassle free insurance policies for their valuables.

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Market Solution Pro-Tect’s main product will be insurance for smart devices. These policies will cover tablets, smartphones, and mp3 players on a yearly basis. They will cover manufacturer defects, accidental damage, and lost and/or stolen claims. There are a few requirements that customer must meet in order to qualify for our product which includes:

1.) Device must get insurance within the first 30 days from purchase 2.) If applicable, device must have ProTechTed Application installed. (iOS, Blackberry, Android, Windows Phone 7, and Palm) Pro-Tech will offer our insurance policy online and by phone. Customer will have the ability select their device and sign up for our product. Once a customer is signed up for our product a customer service associate will approved their request within 1 business day with a confirmation email. This approval process will verify the device is registered with the Pro-TechTed application. When an incident occurs the customer can go online and files a claim or calls our 24/7 customer service center. If the opportunity presents itself, we do have plans for a retail store environment but not in the near future. The pricing structures for our products are listed below:

Product Premium Deductible

Tablets 149.99 per year

$50

Smartphones 99.99 per year

$50

MP3 Players 49.99 per year

$50

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Market Analysis

Our target market includes non-technical users of mobile computing devices that are motivated by the fear of not being able to operate their devices due to neglect or misplacement. AT&T, the largest telecommunication company in the United States, released their third quarter earnings report for 2010 which shows their wired component is declining quarter over quarter. At the same time, their wireless component is expanding rapidly, and according to AT&T’s press release outlining their third quarter sales of 2010, there have been “record wireless volumes, with more than 8 million postpaid integrated device sales.” Also according to a November 1, 2010 article on blog.neilsen.com, 28% of cell phone users nationwide are using smart phones, and smart phone sales in the third quarter of 2010 have increased from 35% to 41%. This shows that smart phones are increasing in popularity, and the more people that have them, the more problems and accidents involving these items are bound to occur.

We see a unique opportunity for differentiation in the payment process, and bundling of different insurance plans for different devices. Currently insurance plans for smart phones provided by cell phone carriers have a monthly fee payment system which ranges from $4.99 to $6.99 and a deductible ranging from $100.00 to $125.00. We believe by giving the customer options to pay monthly, quarterly, annual or two or more years will allow us to integrate our plan into their preferred budgets. Additional, we found the cost of their insurance premiums and deductibles are equal to the purchasing price of most equipment after only two years. We believe maintaining a cost structure below full replacement value will allow us to have a major advantage over the competition in the market. Finally, most of our competition only offers iPhone insurance. We would like to create a complete insurance solution for all of our markets smart devices.

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Marketing Strategy

We plan to launch our product aggressively on Facebook, Twitter, YouTube, MySpace, and other social networking outlets as well as other traditional forms of advertising. Our initial marketing plan includes a wide range of free social networking websites which is the fastest growing media outlet according to Nielsen with 307 million unique visitors in December 2009 compared to 242 million in December 2008. Our traditional forms of advertising will be through television and newspaper to create more awareness for ProTech. Research on specific types of smart phones would allow us to target niche markets. According to the Nielsen Company and their article on smart phone usage in the United States, 50% of people who own Android phones and 43% of people who own iPhones are under the age of 35.

We can use more youthful marketing strategies like online media, social media, etc. While these devices can be marketed toward the youth, the Blackberry is shown to be owned by a majority of people who are 45 years and older. Marketing strategies that are more business focused and advertisements on television in addition to online media would be a great way to reach the public. Having advertisements that represent a more diverse audience would also be beneficial. According to the Nielsen Company, 19% of smart phone users are Hispanic, and 10% are African American. This shows that there is a diverse market that ProTech can reach with our insurance plans.

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Additionally, we would like to get in contact with retailers who sell smart devices such as Wal-Mart, BestBuy, and RadioShack. Establishing a strategic partnership with retailers will not only increase their productivity and help provide their customers with essential accessories for mobile computing devices, but ProTech would be positioned to customers while making their purchasing decisions. Furthermore, we will like to make promotions for customers who bundle their devices together into a complete insurance solution. Finally, we believe that word of mouth will be our best form of reaching our customers. With this in mind, we must strive to ensure our brand image exceeds customer expectations. We can accomplish this by ensuring that every customer gets an extraordinary experience from every aspect of our company. From the sales staff to our claims centers, we want to make sure the customer is completely satisfied and willing to recommend our company. After an interaction with ProTech staff, we want our quick response and excellence customer service to motivate customers to share their experiences with their friends, and colleagues in order to grow our company

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.Management Team

James Turner (Founder and CEO) James Turner is a student at Purdue University studying Retail Management with a minor in organizational leadership skills and a certificate in entrepreneurship and innovation at Purdue University. Furthermore he is certified by AT&T mobility as a small business consultant. After working for AT&T mobility as a Retail sales consultant, and for RadioShack as a sales associate, he started Pro-Tech. Pro-Tech is a business that insures electronic devices that are not covered under normal insurance products. Pro-Tech specifically covers iPhones, iPod touches, iPads, and other expensive mobile computing devices. James Turner’s job is to align the company, internally and externally, with his strategic vision. The core duty of a CEO is to facilitate business outside of the company while guiding employees and other executive officers towards a central objective. CEO and COO are also in charge of public relations. Nicolas Abuchaibe (Founder and COO) Nicolas Abuchaibe was born in the northern region of Barranquilla, Colombia. Nicolas arrived in the United States almost 2 years ago when he started his undergraduate studies at Purdue University. He is graduating in May 2012 with a bachelor degree in Industrial Management, minor in Operations and a certificate in entrepreneurship and innovation. Over the last two summers he has worked in a leading producer and exporter of manufacture textiles in Barranquilla, Colombia. In these jobs he learned how to manage a production line, research industries, review the direct material and direct labor variances to improve company efficiency, and acquired management skills. Nicolas Abuchaibe’s focus is on operations management. He is responsible for the development, design, operation, and improvement of the systems that create and deliver the Pro-Tech’s services. He is responsible for ensuring that business operations are efficient and effective and that proper management of resources, distribution of services to customers, and analysis of queue systems is done. Brigid Rowe (Founder, CCO and, Web Development) Brigid Rowe is a senior majoring in Communication at Purdue University, with an emphasis in Public Relations and Advertising. She is passionate about the practice of creating relationships between an entity and its stakeholders, and making sure these efforts ultimately drive the bottom line. Brigid has held several internships in the areas of political communication, community relations, and news service. Brigid Rowe’s focus is on communication, and the Pro-Tech website. She is responsible for managing the communications risk and opportunities of Pro-Tech, both internally and externally. Also she will be creating and maintaining online networking technologies including websites, mobile phone applications, and web links. Her essential duties will be work as a key advisor for the CEO of Pro-Tech, research new technologies to be utilized by Pro-Tech in its pursuit of connectivity, networking with individuals and companies relating to collaboration technology, and maintaining a dynamic website that adapts to the needs of Pro-Tech as it relates to world problems and new technologies. Also Brigid is expected to

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attend all meetings as decided by CEO or COO, and exceptions must be made by contacting CEO and COO directly through email at least one week in advance. Kara Ford (Founder, CHRO, and Project Leader) Kara Ford is a Purdue University Junior in Management. Adding to this she will be receiving minors in Organizational Behavior and Human Resources, and Music with the Entrepreneurship Certificate. She has an intense desire to help improve the quality of living in today’s societies. These life altering changes can only come about if people like Kara, are willing to step up and do what is necessary to accommodate people in need. Kara Ford’s focus is on human resources and project leadership. She is responsible for the workforce strategies, organizational and performance conduct, and human resources delivery owner. Also she, as the project leader, can take the role of a manager for Pro-Tech. Kara’s essential duties are to work as a key advisor for the CEO and COO of Pro-Tech, attend leadership learning seminars and/or online leadership training, and provide critical analysis of problems. She is also responsible for the introduction of a project, revision of a project, and any additional tasks as assigned by CEO and/or COO.

In addition to higher level management, Pro-Tech requires the knowledge, skills, and time of a wide range of individuals. Pro-Tech can potentially utilize college students and higher ranked from different background, experience level, and locations. In order to be part of Pro-Tech, individuals, must show interest and desire for the company, as well as commitment.

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Technical Analysis

The Pro-tech business will go through many steps to officially start up. To commercialize and launch Pro-tech we will have to go through a fairly long process to incorporate every asset of our business idea to possibly become a successful business. The steps consist of getting a loan from investors, filling out official paperwork, leasing a building for business location, buying all the equipment needed for the business, hiring the employees, and advertising the business. After Pro-tech goes through these steps, it will officially be able to earn profit, gain loyal customers, and really grow as an insurance company. Now, to get more in depth with the steps needed to advance and commercialize Pro-tech, we will begin by trying to get a loan from the bank to have the money needed to start up Pro-tech. Our total funds required to start up this business effectively is $1,499,100. However the owner’s injection would be $1,000,000. Therefore we would be asking for a loan of $499,100. Getting this loan is very essential to this business. We will not be able to start Pro-tech on the scale that we vision without this loan. After getting a loan approved we can continue with the commercialization of Pro-Tech. Filing Pro-tech as an official business would be the next step. We would have to register Pro-tech’s name, and turn Pro-tech into an LLC. We will also need to get a tax identification number and license/permit to run this business. This would require specific paperwork with the government. This paperwork will be the approval processes that we will need to truly get working on Pro-tech. We would estimate that this will take a few weeks to finish. After finishing the paperwork requested, we can really get started on developing Pro-tech. We will have to find and lease the building we would like to work out of. We assume that the building mortgage will cost us about $60,000. We do not think that finding the building will take a very long time after finishing the paperwork. Throughout the first 2 steps, we would have already been looking for the perfect building. However, after leasing the building we would need to move the equipment into the building. We will need to design and create a space that is perfect for the Pro-Tech business. We will need equipment such as desks, computers, telephones, paper, file cabinets, chairs, the equipment to repair the smart devices, etc. We would estimate that moving the equipment and design the Pro-tech space will take approximately a month to finish. Once we are finished with the Pro-tech space, we can continue on to hiring employees. We will assume that we would have started looking for the perfect employees while we are still moving the equipment into the leased building for Pro-Tech. Therefore, the amount of time needed to find the right employees for Pro-Tech will be cut shorter than estimated. Because we will be looking at college students to work for Pro-Tech, we feel that it will be easier for us to fill these positions. We would estimate it would take us about 1 month after finishing the design of the Pro-Tech building, to fill the employee positions and be about ready to commercialize the company. After filling in all of the employee positions we will be ready to function as a company. However, we will need to start advertising the company so that people know about the company and we can start getting steady customers. We will then implement our advertising strategy. However, to really implement our advertising strategy, we also need to fill the position of our key advertisement who is “Pro-Tech Ted”. We will need to find the “right” actor to fill this position and really have our desired effect on the public. We assume that finding “Ted” will be a tedious process and will cause our

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advertising to take longer to get started. Assuming that it will take 1-2 months to find the perfect “Ted”, we would project that the advertisement for Pro-Tech will really start having an effect on our business after a good 3 months of advertising using out Pro-Tech Ted advertising strategy. After a month of advertisement we will consider Pro-tech commercialized and developed as a business. While commercializing Pro-tech we will have to rely on few outside factors that can affect the execution of Pro-tech and ultimately affect the success that Pro-tech can receive. These contingencies will be the investors giving our company the loan, the building, and our advertising results. The first factor, the investors, will be giving us the extra money needed to fully start Pro-tech in the way we vision it. If they do not agree to give us the loan, we will not be able to even get started at all on the Pro-tech business. They have a huge impact on the very beginning steps to creating Pro-Tech and we have no control over the size of the loan they decide to give us. In addition to the investors, more outside contingencies that can affect Pro-tech would be the finding of the perfect building. We would not have control over finding the “right” building for $60,000, that Pro-tech can use effectively. The amount of college students that are willing to work for Pro-tech are another outside factor that is not under our complete control. The area that we are placed might not be a great area for college students. Therefore we must keep the location of the building specific to achieve our employee goal. Our final outside factor is the advertising strategy that we have come up with. We have come up with an excellent strategy, but we are unsure how it will truly impact the consumers. We are also unsure how the advertising company that we will be working with will execute our strategy after our direction. In addition, we have put quite a bit of emphasis on finding a “Pro-Tech Ted” to help our advertising strategy and to really give our company a face. However, we might be able to find the “perfect” Ted that we need to create the effect on the public that we desire. We know that through creating and starting up Pro-tech, we have many factors that we have no control over. However we have great confidence in the estimations and projections we have calculated. To address the risk of failure for the Pro-tech company, we must first address the risk of losing a great amount of productive time into this company. Commercializing this business will take a lot of hard work to stay on schedule and for Pro-tech to turn into our vision. We, as business owners, intend on spending much of our leisure time working and transforming Pro-Tech into the business we envision. Secondly, we must address a very important factor of this business which is the startup cost. Each of us will be putting $250,000 of our own money into this company. Therefore, if this company does fail, each of us will be losing a quarter of a million dollars. With such a large money risk we have on our shoulders, we will be willing to put even more work and thought into Pro-tech. This would lower the failure rate that Pro-tech will have. Other risks that this company will have are much smaller effect on us. They consist of the investors losing their money and college students that were hired, losing their job. We however, understand all of the risks that consist in the creation of Pro-tech and we will be working very hard to be sure that no one gets strongly affected. After addressing the risks that Pro-tech will face in order to commercialize, we want to recognize them and do everything that we can to make Pro-tech a successful company. We all believe that Pro-tech will become a successful insurance company.

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Critical Risks

There are two main critical risks that may threaten ProTech at some point: 1. Our funding and sales projections may prove wrong, leaving ProTech insufficiently funded. 2. We may have problems with our supply chain, which includes shipping and time between claims.

In order to curb critical risk number one, our CFO will watch ProTech’s’ financials closely in order to anticipate any shortage of funding. If at some point ProTech is in danger of raising sufficient funds, he or she will conduct an emergency meeting with management and the board. He will explain the financial situation, and the board will discuss potential solutions. If needed, he will take steps to secure additional funding through loans. For number two, our COO will watch ProTech’s’ supply chain closely in order to anticipate any problems with the flow of the process. We need to make sure that every step we do in our company and the products we buy are from reliable and serious companies. COO needs to make sure to choose serious delivery companies, as we will make a huge contract with them. If something goes wrong he will make sure to explain everything and stable the process as soon as possible to keep our customers satisfied. He will make sure that the process is flowing in the right direction. We need to keep our customers satisfied, so this process needs to be perfect.

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Financial Analysis

The current business model is structured to keep costs as low as possible. The funds required to start-up our business would be approximately $1,499,100.00. The owners will be contributing $1,000,000.00 in cash, which reduces the need for outside financing to just $499,100.00. All of the start-up money will be used for rent, equipment, furniture and fixtures for our building, inventory, insurances, supplies advertising and utilities. Startup Cost

The table below provides a detailed look at our startup cost. These costs are itemized below:

In order to finance this additional sum, we are pursuing people interested in investing in our service, and/or commercial loan at 7% APR for this financing. If a commercial loan is necessary, the owners will personally guarantee the loan. Regular income will come from business consulting fees, repairing fees and other services we offer. The major initial source of cash will be our customers interested in our service. Monthly cash flow will be negative for the first 12 months. In the 13 month, cash flow will become positive and continue to grow steadily. The business is forecast to be profitable by year 2. The business has no current or long-term liabilities and no loans or leases. This amount of start-up capital will adequately set this business in motion and allow it to become self-sustaining.

Item Amount Totals

Fixed Assets

-Real Estate 60,000

-Equipment 20,000

-Furniture and Fixtures 3,000

83,000

Operating Capital

-Salaries and Wages

-Insurance Premiums 2,400

-Beginning Inventory 1,400,000

-Supplies/ Equipment 200

-Advertising and Promotions 10,000

-Licenses 2,500

-Cell phones 1,000

1,416,100

Total Funds Required $1,499,100

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Sales Forecast Our insurance sales depend largely on the sale of insurable smart devices. In the United States there has been over 28% of cell phone users using smart phones. We feel that will be able to capture 30% of that market with our advertising strategy. Our sales will be approximately 12,000 plans with a 20% growth rate during the 40% growth rate during the second year, and a 30% growth rate during the third year.

Due to James Turner’s experience in the field, we estimate a double peak seasonal sales trend during the year. The first peak which occurs in late June and July which is a launch month of Apple’s products which has a large market share among smart devices. Not only are consumer purchasing the products new, consumers are becoming sellers in the secondary market as well. Market research suggests that 40% of all smart devices purchased are in need of our services within a year. With that in mind, we have developed a pricing strategy that allows us to remain competitive in the industry. When a customer makes a claim it cost $411.00, $361.00, and $161.00 respectfully for tablets, smart phones, and MP3 players which is taken out of the revenue stream. Break - Even Analysis Our break - even analysis take into account our start-up cost, as well as our monthly expenses. By our estimation we will reach that point during our 12th month of operations.

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Appendix Resumes

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Nicolas Abuchaibe

OBJECTIVE

To acquire an internship position that will allow me to use my acquired skills in the field of Industrial Management

EDUCATION Bachelor of Science in Industrial Management May 2012

Purdue University, Krannert School of Management, West Lafayette, IN Minor: Operation Management

GPA: 3.55/4.00, Honors: Deans List & Semester Honors

Certificate in Entrepreneurship and Innovation May 2011

Purdue University, Burton D. Morgan Center of Entrepreneurship Language Skills: Fluent in English and Spanish (native speaker)

Computer Skills: Working Knowledge of Excel, Word, Power Point, Access

WORK EXPERIENCE Barranquilla Industrial de Confecciones, Barranquilla, Colombia

Leading producer and exporter of manufacture textiles Summer 2010

Introduced to the Manufacturing process of textiles

Supervised for production line

Gather and collected data to compare current capacity to ideal capacity

Formulated a production performance report on workers to compare current production to ideal production

Research and analyzed potential markets for manufacture textiles

Consorcio Abuchaibe S.A., Barranquilla, Colombia Leading producer of manufacture home products and clothing to the Colombian market Summer 2009

Managed the inventory and shipping department including 10 workers

Reviewed shipping documents to improve shipping efficiency

Researched different markets for home products and clothing

ACTIVITIES/ LEADERSHIP

Retention, Society of Hispanic Professional Engineers May 2010- Present

Organize and prepare social and recreational activities for the members to socialize with the rest of the members and meet people with common goals and objectives.

Prepare any social gatherings planned for the members or small get-togethers with the companies

Make sure that the room reservation is done to comply with university requirements

Organization “Brazos Abiertos” Barranquilla, Colombia May 2009- Present

Founded non profit organization to aid low-income people of Colombia to obtain a high school and college degree

Directly contacted private and public companies to raise $50,000 dollars for the organization

Directed, authorized and supervised all actions made by the foundation to ensure its rapid growth

HOBBIES & OTHER INTEREST

Golf, baseball, soccer

Travel to learn different cultures

Cooking abilities

Leadership skills

U.S. Resident, Born and Raised in South America (Colombia)

Campus Address 121 W. Wood Street apt. 12

West Lafayette, IN 47906

nabuchai@purdue.edu

(765)-532-4111

Permanent Address 500 Brickell Ave Apt. 401

m Miami, FL 33131

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JAMES TRAVIS TURNER

Current Address jtturner@purdue.edu Permanent Address 3918 Campus Suites Blvd Apt 913a 765.237.1672 56085 Chapel Lane

West Lafayette, IN 47906 South Bend, IN 46619

OBJECTIVE

To obtain a challenging consultant internship that will allow me to further my analytical, communication and

leadership skills.

EDUCATION

Purdue University, West Lafayette, IN December 2011

Bachelor of Science in Retail Management

Minor: Organizational Leadership and Supervision

Certificate of Entrepreneurship & Innovation

EXPERIENCE

Retail Sales Consultant September 2008 - Present

AT&T Mobility, West Lafayette, IN

Promoted from a Level I to a Level III store based upon sales performance.

Educate clients using interactive product demos based on knowledge gained on and off the job.

Consulted Sony on the development and successful launch of their first Smartphone in the United States.

Collaborated with top RSC’s to analyze the effectiveness of a multi – million dollar investment in

customer satisfaction.

Sales Associate November 2006 – August 2008

RadioShack Corporation, South Bend, IN

Surpassed monthly sales goals provided by management on a consistent basis.

Controlled stock and operated cash drawer.

Developed skills of the AT&T POS I & II and Sprint FAST systems.

Establish customer relationships in order to recommend a personalized electronic solution.

Marketing and Sales Internship January 2008 – May 2008

WiseCampus.com, West Lafayette, IN

Formulated a marketing plan for a successful launch at Purdue University.

Constructed promotions plan to educate students on the benefits of the website.

Active seek students, and student organization participation on the website.

Chief Operating Officer July 2006 – December 2006

Fashions and More, South Bend, IN

Managed the accounting and online division of sales, marketing, and distribution.

Generated marketing strategies to promote products on a local and national via ecommerce.

Maintained b2b accounts to insure clients took advantage of everything the company has to offer.

Effectively communicated with international suppliers to stock storage facilities and managed logistics.

ACTIVITIES JcPenny Job Shadow Day 2010 Society of Minority Managers, Member

Purdue Retail Organization, Member Bethlehem M.B. Church Musician, Organist

AWARDS & CERTIFICATIONS E.T. Weiler Scholarship Recipient

AT&T Small Business Consultant Certification

Purdue University’s Krannert School of Management Business Opportunity Program 2007 Alumni

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Kara Ford (317) 460-5239

Ford0@purdue.edu

Campus Address Permanent Address

272 Littleton St. Apt 582 5446 Surrey Hill Ct.

West Lafayette IN, 47906 Indianapolis IN, 46226

Objective To obtain a summer internship in the field of Organizational Behavior and Human Resources

Education Purdue University (West Lafayette, IN)

Krannert School of Management 2012 Major: Management

Concentration: OBHR

Minor: Music

Certificate: Entrepreneurship

GPA 3.2/4.0

Leadership Experience June 2010-August 2010

Residential Assistant (Purdue University)

Regulated residential living space over the summer for incoming freshmen at Purdue

University to ensure that the students were secure to the standards of the school

Created activities within the summer for the residents to improve their summer experience Mentored and advised new students to enhance their knowledge of the school and to better

their experience at Purdue

Expanded interpersonal communication skills through leadership and direction

Activities Student Concert Committee (Purdue University) August 2010-present

Collaborated with group mates to schedule headlining concerts tours at Purdue University

Provided all of the needs of musicians and touring crews on concert days

Creatively cooperated with group mates to advertise and market concerts to the Purdue

community Eased the level of conflict on hectic concert days by helping and communicating with

group mates effectively

Boiler Music Group (Purdue University) January 2010-present

Vice President Teamed up with singers/writers/producers to create compelling music

Worked within the group to manage and schedule new performances and shows to gain

exposure

Volleyball Club (Purdue University) August 2008-December 2009 Strategized with team mates during matches to end up with a winning outcome

Worked hard to obtain a strong team bond by reducing team conflict and enhancing team

activities

Work Experience May 2009-August 2009

Sales Assistant (Sahm Aquatics Center, Indianapolis IN) Provided patron and consumer satisfaction through good direction and communication

amongst supervisors, co-workers, and users of the facility

Developed a good environment by building strong relationships with co-workers and

reducing conflict

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Brigid Rowe 4714 Fletcher Ave Indianapolis, IN 46203 (317) 965-4259 browe@purdue.edu

EDUCATION

Purdue University - West Lafayette, IN August 2007-Present

Bachelor of Arts in Communication

Concentration in Public Relations and Advertising

GPA – 3.7 Expected Graduation Date: May 14, 2011

EXPERIENCE

Public Relations Assistant May 2010-July2010

Mercenary Publicity

Wrote press releases, scanned in press cuttings, researched media buying strategies worked with online music media and print music media in London, England as an intern. Was a personal assistant to the CEO of Mercenary Publicity Kas Mercer.

Work Study August 2008-Present

Purdue University Office of Admissions

Screens and systematizes all incoming documents the Admissions office receives in the mail into computer system; prepares, inspects, and compiles documents for scanning into the computer system; organizes and maintains mail room and hard copies of documents in the Admissions office.

Sales Associate May 2008-September 2008 New York & Co.

Oversaw the cash/register area, fashioned window displays and promotions, negotiated and persuaded customers to become New York & Co. credit card holders.

Receptionist May 2007-August 2007 Ellenberger Park and Pool

Operated register and screened incoming patrons so that they were in compliance with the admittance criteria, balanced daily income and oversaw the lobby area.

Leadership and Awards

Purdue University Academic Excellence/Dean’s List Recognition to Purdue University students who maintain academic integrity with a cumulative GPA of 3.5 or

higher for a semester. Recipient Fall 2008, Spring 2009, Fall 2009

John Heneger Award for Christian Service

Father Thomas Scecina Memorial High School senior award given to the student, nominated by their fellow classmates, who embodied service and the want to help others. Class of 2007 recipient.

Skills and Interests

Computer Skills: Proficient in Microsoft Word, Outlook and PowerPoint. Familiar with Excel and Social Service

Payment System

Hobbies: Singing, reading, cooking, dancing, exercising, writing, music, theater, and photography.

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Appendix Financial Worksheets

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