Welcome to the online extension of my resume. I am using this space to expand on my cover letter as well as clarify any questions that might arise from a review of my history. I was born and raised in Alabama graduating from Weaver High School in 1995 and Jacksonville State University (JSU) in 2000. While in college I worked at a Carmike Cinemas and to keep from ever being saddled with loans, every penny I made would be put toward books and tuition. I worked as a projectionist so all those years I had a lot of free time, privacy and quiet areas to myself to actually deal with school work as I made money. A few months before I graduated, I was hired by a local business called Buyers USA.

This was an online real estate relocation company that covered the whole country, using traffic data obtained from WebTrends to determine how visitors were finding the hundreds of pages we had. The pages were created with generic information such as weather (for each specific locality) and with spaces for ads in that area to be sold/posted. The goal was for a potential buyer to do a search for the area they were looking to move to, find our local page for that area, and click through on a link that mentioned relocation help. An auto-generated lead would be sent to a local agent (who was a paying member to receive them) thus connecting them to the buyer. While I was responsible for weekly presentations on traffic, as an Internet Marketing Assistant, I was there to support the realization of ideas from the marketing manager. This included ad creations for internal as well as external paid placements. The owner had other ventures under the same roof we assisted in as well such as creating new sites for his self-help books and therapy sessions. At this time, I was also creating and maintaining a few sites on a freelance basis: (The Ultimate Movie Clips, Blue Moon Farm, ASAP Connections, TFS Vending, Carmike Movie Times). The assumption was I'd be able to complete my college internship at BuyersUSA since my degree was Communication/New Media, a lot of what I was doing was very much in-line with the components in that field. My advisor disagreed and I ended up getting a paid internship at the local newspaper, The Anniston Star.

I was first hired as an intern with The Anniston Star and I remained there for five years as the Web Producer after graduation. With the site being very primitive, I was tasked early on with redesigning the layout to something a little more standard for newspapers at the time. The template was then fit with a custom management system that allowed easy uploads and would retain consistency in formatting site-wide. My normal shifts started in the evening and carried past the midnight deadline. I worked with opinion and feature editors whose content would be completed earlier in the day and finished up with the more time-sensitive sports and news. Once everything was completed and entered, it could then be published all together for the public to see. While this time did predate the popularity of current social media, we did contribute stories daily to MSNBC that were syndicated on their site. In addition to the day-to-day uploads, there were regular special sections which did not fit a template so they had to be manually created from scratch (HTML, Photoshop, Java, etc.), then added via FTP to the site. During my tenure, the site evolved from a free online duplication to a paid service, which in turn generated emphasis from the publisher on ad sales. While we did not deal with sales (though we did ultimately create the ads themselves), we did use WebTrends (a competitor of Google Analytics) as our tool for tracking data/traffic to establish ad rates, determine originating URL sources as well as which sections/individual pages were the most popular. For a local newspaper, obituaries would be that answer.

While not part of my formal education, I spent many years in a management position with AmStar Cinemas. This actually began almost the same time as my Anniston Star job in 2000. Eventually it got to the point where I'd work days at AmStar and nights (to upload/create content) at the newspaper. The only reason I even had any involvement there was due to one of my previous Carmike managers who had worked for them and requested I come to help him out with film prints. I was going to work a few hours on the weekends however as I got more and more pulled into the business, I ended up taking on one of the lower management positions. This went on for five years before in 2005, I accepted the top position as General Manager. The stipulation was I'd have to give up my newspaper job and focus 100% on the theater operation, which I did due to there being little opportunity for advancement (at the newspaper). Initially, I knew little about managing a business but was given the chance to progress and prove myself. I excelled in the role and led the location to awards every year as we continued to tweak and perfect every aspect of the organization. I feel this real world experience gave me insight into operations management that was invaluable and better than anything learned in a classroom.

Though the end product was movies and concessions, I think these skills easily translate over to a broad spectrum of business operations. There were 40 general employees to be responsible for, including lower management, and all the HR aspects of hiring, evaluating and terminating that comes with that. Scheduling had to be managed regarding film showtimes as well as accomodating school, work and personal schedules of each employee. There were daily reconciliations of cash and credit transactions from tickets and concession sales. Inventory was conducted weekly of all items sold through a formal floor to ceiling counted audit. There was the public persona of dealing with customers who could approach you at any moment with a broad range of emotions, conducting trade-outs and cross-promotions with local businesses as well as being the point of contact for any media inquiries. This included endlessly coordinating special functions for the benefit of promoting upcoming new films to the public, which included temporary staff additions dressed as film characters from Star Wars, Spider-man, Batman, Surf's Up, and more. Additionally, I coordinated community programs like a cruise-in the parking lot for Faster and another in which management dressed as Green Hornet characters in an appearance with the Hardee's Happy Star mascot. Communication was constantly expected with corporate in which managers were held accountable for anything and everything they may have a question on like film, concession sales, complaints, additional marketing projects (Project Pictures, discussed later), payroll, and annual meticulous white-glove building inspections. I started and maintained the location's Facebook page that grew to 5000 followers before the company took it over. I also still got to use my Photoshop skills in the creation of newspaper ads, point of sale materials as well as Project Picture books. The last being an actual book, created to detail and document the efforts and results of a grassroots marketing campaign competition to promote a chosen release. In fact, during a portion of my tenure from 2009-2012, marketing promotions began for family films. This was a massive additional undertaking that myself and the marketing manager solely coordinated, going on to win first or second place for each of the six marketing competitions assigned, including: Ice Age: Dawn of the Dinosaurs, The Princess and the Frog, Legend of the Guardians, How To Train Your Dragon, Rango, and Mirror Mirror. In addition to all this, there was even more on a technical front. At times, there are thousands of people in the building and an interruption in a show can instantly create a massive swarm of angry people. One must be prepared to troubleshoot and resolve the issue in a timely manner as well as exhibit calm and communicate with the customers the status of the situation. For a majority of the time, the movies were being presented in a physical 35mm film format, so there was a lot of mechanical knowledge required in dealing with problems that could arise. Later this changed to an all digital format with movies and trailers being simple blocks arranged on a computer timeline, as part of the content management system. This was a whole new knowledge-base to learn as well as a whole new spectrum of problems that came with it. Nevertheless, I earned a variety of management awards including: Theatre Of The Year, Excellence In Customer Service, Excellence In Theatre Concessions, and Administrative Excellence. In total I stayed with AmStar for 12 years finally leaving in August 2012.

Although AmStar paid well, I made my own schedule and had most aspects of that operation optimized, I came to Tennessee at that time as part of an unscripted chapter in my life. For a person who lives very logically and by the book, I had made this trip with my spouse, to be a supportive and familiar face in a new area after she was accepted to Middle Tennessee State University (MTSU). She had already obtained a masters degree at the same university I'd attended (JSU) and was going to pursue a doctrine. For me, there was no set opportunity when I moved because, like with the newspaper, I felt I'd peaked at AmStar. With an ownership change resulting in a company expansion in 2007, there were promises of more corporate positions being available. As of my departure in 2012, that had not happened for any management at any location. The positive note of the 2007 sale did allow me to start a side-means of accruing income as I used the payout of my "common stock units" in AmStar to be used as a starting point of an investment portfolio. These stock units were issued as essentially portions of ownership in the company which were only paid out in certain qualifying events, such as the sale of the company. We always had this as a lifeboat in Tennessee and it became my primary "source" of income. It freed me from regular 9-5 days but, has also turned my steady work history to Swiss cheese. While still in Murfreesboro, TN, where we first moved in 2012, I did take a seasonal job at Amazon in late 2014.

At Amazon, I initially had been hired as a short-term, seasonal associate. In the end, I was there for two and a half years and attained some positions that showed they had a great deal of trust in me. I was one of about four employees, picked from the hundred and placed in a rotation, to be put in a problem solver position. While most Amazon warehouse jobs revolve around a quota and how many items you can move, pack or pick in a certain time frame, problem solvers actually spend the day with a laptop and mobile cart circulating the area looking for "dwelling" items. These would be items that had not yet passed the point of no return to the shipping location but had to be out the door by various deadlines set throughout the day. It was essentially a detective game tied into a scavenger hunt and I actually enjoyed it. I had an interest of possibly staying with them and trying to progress further with Amazon since I had a college degree and a management past. In late 2016, we finally purchased a new house about an hour away from the location. I continued for another six months before ending my time with Amazon in July 2017.

While doing my "day trading" ventures was a perfectly adequate supplementary financial source for a couple, changes in the economy, the stock market and a lot of uncertainty in the world make this a shaky path these days. I am back to a point of needing to rebuild my work record and essentially return to "normal" employment accountabilites. I feel I have a good bit to offer and putting my skills and extensive knowledge to use for an organization can be mutually beneficial for us both. I have been called a workaholic. However, once on a task, I'm persistent in the pursuit of quality. I feel my overnight responsibilities years ago with The Anniston Star illustrate my ability to work independently, with little guidance. Additonally, I am ever at the helm of innovation. At The Anniston Star, I transitioned their archaic print newspaper to a digital presentation. Similarly, at AmStar I learned a new industry-wide technology to transition from the century-old analog film to the now-standard, futuristic digital projection. There I was the leader of a multi-million dollar business, in which I had to motivate and be accountable for every aspect of the operation on a daily basis. The trust, freedoms and resulting awards show the abilities of my leadership. For Amazon, I was a very small component of a massive, billion dollar machine. My efforts and loyalty to them was as strong as it had been for any employer and I would always accept their overtime offers as well as volunteer to rotate to any position when needed. I'm ready and eager again to offer all I can to an organization willing to take a chance on this dark horse candidate.

Thank you for your consideration,

Day Trading - January 2007 to Present
SELF-EMPLOYMENT ENDEAVOR (256) 369-7590
GOODLETTSVILLE, TN

* Initiated personal investment portfolio after substantial payout on common units from AmStar Cinemas sale.
* Achieved stability by constantly reinvesting funds and demonstrating patience on withdrawals.
* Maximized 401k holdings by moving all contributions the most aggressive options.
* Performed statistical analysis for trading stocks and options.
* Researched investments or money markets for purchase.
* Evaluated financial risks to determine the path to maintaining the survival of this endeavor.

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Sort Team/Pack/Problem Solver - December 2014 to July 2017 AMAZON (800) 928-4566 MURFREESBORO, TN

* One of the very few put into a rotation to ensure multiple deadlines throughout the day were kept.
* Most time spent in a support position resolving issues for associates when they were unable to process an item.
* Pinpoint issues with specific items/orders that are unable to be sent in their current state.
* Efficient with Amazon custom software in locating lost and dwelling components.
* Team player accepting and desiring more positions and knowledge of the operation.
* Assist and contribute to tote wrangling and re-binning multi-piece orders.
* If on a quota-measured position, always exceeded the goals of management.
* Cross-trained to assist others as needed.

Manager/General Manager - November 2000 to August 2012 AMSTAR STADIUM 12 THEATER (256) 835-8869 OXFORD, AL

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	M	AWARDS DURING GM TENURE	M

2012 - Theatre Of The Year
2012 - Second Place: Project Picture Promotion: Mirror Mirror
2011 - Excellence In Customer Service
2011 - Excellence In Theatre Concessions
2011 - Second Place: Project Picture Promotion: Rango
2010 - Theatre Of The Year
2010 - First Place: Project Picture Promotion: How To Train Your Dragon
2010 - First Place: Project Picture Promotion: Legend of the Guardians
2010 - Second Place: Project Picture Promotion: Princess and the Frog
2009 - Administrative Excellence
2009 - Second Place: Project Picture Promotion: Ice Age - Dawn of the Dinosaurs
2008 - No Formal Company-Wide Awards/Competition (Company Transitioning Ownership)
2007 - Theatre Of The Year
2006 - First Place: Winter/Spring Company Contest
2006 - First Place: Fall/Winter Company Contest
2005 - First Place: Fall/Winter Company Contest

Web Producer - September 2000 to September 2005 THE ANNISTON STAR (256) 236-1551 ANNISTON, AL

Internet Marketing Assistant - March 2000 to December 2000 BUYERS USA (256) 235-1945 ANNISTON, AL

Projectionist - October 1995 to March 2000 CARMIKE PLAZA CINEMAS ANNISTON, AL

* Ron Krueger - President and COO, Southern Theatres
     ronk@southerntheatres.com / 504-297-1133 / Reference Letter

* Geni Certain - Retired Online Director, The Anniston Star
     gcertain@yahoo.com / Reference Letter / Columns Mentioning Chris

* Jessica Hanson - Education Coordinator, Travellers Rest (Former Manager, AmStar Cinemas)
     jessica@historictravellersrest.org / 615-568-7953 / Reference Letter

* Jodi L. Pine - Vice President - Sales & Marketing, RCM Media
     jpine@rcm-media.com / 816-531-0101

* Tim Drube - Former Manager, AmStar Cinemas
     timdrube@gmail.com / 256-452-8338 / Reference Letter