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Strategic Rationale Interview Presentation Template

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Project Rationale Presentation

Transcript: Metal Halide Lights are comparatively less efficient than other lights The use of coal energy is harmful to Rose both economically and environmentally Efficacy is the power to produce lighting seen by the human eye per input power (measured as Lumens per Watt). HPS lights produce poor color rendering "yellow light," creating a difficult environment for sports. Solar Power provides a feasible option for an alternative energy source. Coal produces nearly twice the amount of CO2 emissions as the 2nd highest fuel (natural gas) [3]. HPS lights are easy to install, require little to no maintenance, and are a cheaper alternative. Rose-Hulman spends nearly $14,000 per year on lighting the IM fields [2]. A comparision of tree colors reveals that LEDs provide much better color rendition High Pressure Sodium lights are a low cost alternative to Metal Halide Lights Alternative Lighting Solutions for IM Field Lights Recrational field lighting plays a major role in energy cost and consumption. Light Comparison [6] HPS lights are efficient but impractical for use in sports due to poor color rendition. High Pressure Sodium lights produce a dull, yellow light that makes colors nearly indistinguishable. Metal Halide lights have a shorter life, produce more CO2 emissions and have a worse efficacy. LEDs provide lighting that suits sports needs, while HPS lights do not. LEDs consume 75% less energy, produce more lumens per watt, and run at a lower cost than Metal Halide lights [6]. Electricity accounts for over 66% of emissions annually produced by Rose-Hulman [2]. LEDs produce an intense, white light that meets sports lighting requirements in color distinction and brightness. Large-scale LED lighting at night provides excellent color rendition and visibility. Over one ton of CO2 emissions a year is created by the burning of coal to create power for just the IM lights [4]. Nearly 82 tons of coal are required to light the intramural fields alone each year. LEDs provide excellent color rendition with a low running cost

Template: Strategic Plan

Transcript: Reading assistance and teaching Rent reimbursement Training parents to teach and read Reading WORKS April 2010 Elementary schools: Coit, Mulich, Sibley, Covell Grand Rapids Property Owners Association Mission Organizational Mandates Expand program to additional schools Obtain ACSET funding/support Obtain GRPS funding/support Seek additional grants for funding Expand marketing, create website and/or brochure O The Other Way Weaknesses Recommendation #3 Questions ReadingWORKS: Strategic Plan Funders Campfire USA Keystone Church Devos Foundation Currently serving four elementary schools, and the surrounding communities. They hope to Strategies to manage issues •Diversify funding base •Develop and maintain outcome evaluation measure •Apply for 501(c) 3 status and pursue grants independently from ASCET •Develop better marketing tools. (e.g. website, pamphlet) •Avoid 501(c) 3 status and become a program funded and sustained by ASCET •Partner with ASCET and work collaboratively, neither becoming an independent 501(c) 3 nor a program of ASCET •Identify key community partners with whom to team up Strong and committed leadership History of success and growth Positive community relationship Adequate funding to meet needs Diverse funding stream provided to program Provides networking for parents Kent Schools Services Network We recommend that Reading WORKS establishes a unified mission and vision statement Opportunities Sustain funding by diversifying funder base through website design, resource management, and donor aquisition Introductions: Internal Stakeholders What they're about SWOC ACSET Issue #3 How can Reading WORKS sustain funding over the next five years? Adults play an important role in the lives of children It is the day to day experiences that count most within families Issue #2 Should Reading WORKS formalize their organization? Recommendation #2 That Reading WORKS formalizes the organization by: Clearly identified roles, contracts, structure Students Todd Workman Strengths Lack of concrete structure to the program No sustainable leadership Struggle between ACSET/Mary Lack of specific goals and direction Lack of volunteer board or advisors Decentralized training for teachers No website or brochure Lack of communication •Become a part of ASCET •Independently apply for 501(c) 3 status •Hire a Director to oversee programming, funding and community partnering •Develop a clearly identified organizational structure •Recruit a volunteer Board of Directors Strategic Issues Mission:(tentative) A collaborative community effort to educate families thereby promoting the love of literacy that is transferred from one generation to another producing stronger families and communities "I have learned to be more understanding and patient with my son." "This program has helped me a lot because I am learning with him" •Identify a singular mission statement that guides their acting, thinking, and decision making •Identify a vision for the future of Reading WORKS and take appropriate actions to achieve that vision External Stakeholders G Shane Schamper Challenges Teachers Recommendation #1 W Mary Engelsman: Creator GRPS ! Strategy Change Cycle Recommendations Services Mary Englesman Organization Description Issue #1 What are Reading WORKS' mission and vision for the future? Gathering data and reporting Sustainability Communication Need for financial reporting and day-to-day direction Ability to measure changes in GRPS Communities R Scope Stakeholders

Interview Template

Transcript: Why I am Most Deserving of 100% I am the most well balanced student Backup Plan I am the most deserving student to receive a 100% grade because of my exceptional balance and active participation in various aspects of life. My commitment to academics, hobbies such as puzzles and playing the flute, and participation in competitive baseball, including regular travel to the US for tournaments, reflects my dedication to excellence and a well-rounded approach to life. Mr. Forsyth, you consistently talk about a proper work life balance, and I do this better then any other student. I: Play Baseball for Barrie Elite, and get asked to go down to USA tourneys to help teams Am apart of Gifted an Enriched program at my high school Have a job where I practice teamwork Play the Flute Volunteer with the elderly at a retirement home serving food Volunteer with young children at baseball camps/clinics and lead them in activities Interview - Spencer Pathway #1 (Ideal Outcome): Program: Kinesiology School: University of British Columbia (UBC) Reasoning: UBC offers a renowned Kinesiology program with cutting-edge research facilities and a strong focus on exercise science, making it an ideal choice for pursuing a career in fitness and exercise. Prerequisites: High school biology, chemistry, and math courses, along with additional science electives. Relevant current courses: Biology, Chemistry, Math, Physical Education Relevant projected courses: Advanced Biology, Advanced Chemistry, Exercise Physiology, Anatomy and Physiology Link to info: kin.educ.ubc.ca Potential Cost: Tuition and living expenses at UBC can range from $25,000 to $40,000 per year, depending on residency status and program fees. Scholarships and financial aid options are available but may not cover the full cost. Notes: UBC's Kinesiology program aligns perfectly with my career goals in fitness and exercise. While attending UBC may come with a significant financial investment, the quality of education and opportunities for research and practical experience make it worth pursuing. Program: Fitness and Health Promotion School: Community College (e.g., Algonquin College) Reasoning: Community colleges offer practical, hands-on training in fitness and health promotion, providing a direct pathway to entry-level positions in the field. Prerequisites: High school diploma or equivalent Relevant current courses: Physical Education, Biology Relevant projected courses: Exercise Prescription, Nutrition for Fitness and Health, Personal Training Certification Preparation Link to info: https://www.algonquincollege.com/wellness-safety-community/program/fitness-and-health-promotion/ Potential Cost: Tuition and fees at community colleges are generally more affordable than universities, ranging from $3,000 to $6,000 per year for domestic students. Financial aid options and part-time work opportunities can help cover expenses. Notes: While pursuing a diploma at a community college may not offer the same depth of theoretical knowledge as a university degree, it provides practical training and certifications necessary for entry-level positions in the fitness industry. This pathway offers a more affordable alternative for gaining relevant skills and experience. Realistic Outcome Program: Human Kinetics School: University of Ottawa Reasoning: The University of Ottawa offers a reputable Human Kinetics program with a strong focus on exercise science and practical experience, making it a realistic choice for pursuing a career in fitness and exercise within Canada. Prerequisites: High school biology, chemistry, and math courses, along with additional science electives. Relevant current courses: Biology, Chemistry, Math, Physical Education Relevant projected courses: Exercise Physiology, Biomechanics, Motor Learning and Control, Health Promotion Potential Cost: Tuition and living expenses at the University of Ottawa for domestic students range from $7,000 to $15,000 per year, depending on the program and residency status. Financial aid and scholarships are available to help offset costs. Notes: The University of Ottawa's Human Kinetics program provides a solid foundation in exercise science and practical skills needed for a career in fitness and exercise. While it may not offer the same level of prestige as other institutions, its affordability and strong curriculum make it a practical choice. A comprehensive guide for my career interview T - True H - Hurtful I - Intentional N - Necessary K - Kind Online Presence Personal Inventory Why Are These Optimal Differenent personalities value different things, but 8 aspects I value most are: Curiosity and Creativity Flexibility and Adaptability Debating and Argumentation Independence and Autonomy Optimism and Enthusiasm Intellectual Stimulation Unconventionality Freedom of Expression Career Paths Twitter/X: https://twitter.com/SpencerM_2008 Instagram: https://www.instagram.com/spencerm_2008/ a) Social Media Fails: I ensure that my posts on social

PhD Interview Presentation Template

Transcript: Mostafa Gharbawi Project 2 Overview Diving into [Project Name], I delved into [brief description of the research questions]. The methods utilized, such as [mention specific methods], led to [highlight significant outcomes]. This project enhanced my expertise in [mention relevant skills or knowledge areas]. Why I Have Applied for a CDT Program Dissertation project: Synchronisation of Heterogeneous Oscillators in Power Networks Introduction: Unveiling My Academic Journey With a background in [mention field], I am deeply passionate about [add specific research interests]. Through my academic journey, I have honed my skills in [mention relevant skills] and aim to make impactful contributions to the field of [mention field]. A Stable Power Network: Aim: Online integration of renewables into the grid, Eliminating environmental impacts. Challenges: Operational and inertial dissimilarity, system instability, Asynchronisation and frequency disturbance, Uncertainty in availability of natural resources. Prepared for the Next Chapter Personal Background: Studied Engineering Mathematics, Skillful in data modeling, Worked on numerous group projects, Helped my employer to increase revenue, Highly receptive, enthusiastic, and discipline. Envisioned Power Network: Project 1 Overview Solutions: Conventional power network model, Kuramoto model. Results: Synchronisation and stability equivalence, Quantifying network connectivity, Synchronous parametric conditions. Future work: Feasible synchronisation conditions, Locally merging green generators. Involvement in Other Group Projects Automation of Manual Tasks Early Prediction of Sepsis Disease Objective: Service Quality, End-user experience. My Personal Goal and Ambitions Tools: Challenges: Data pre-processing, Missing clinical records, Effective approach. Cohort-based PhD, Nurture my passion for analytic field, Proficiency in programming and modelling View maths as a tool for the betterment of humanity Contribute to making positive impact Binary Probabilistic Classification: Maximum a Posteriori method, Naive Bayes Theorem. The Project: Data-driven Model Calibration, Verification, and Validation of Vibroacoustics under Uncertainty Outcome: Reduced completion time to 20%, Streamlined journal process, Improved invoicing quality. Assignment Using MAP: Skills Acquired: Data quality assurance, Coding reproducibility, Collaboration & improvement, Interpersonal & communication. THANK YOU FOR LISTENING My Research Paradigm: UQ => challenge of Acoustic Variations Uncertainty Model Updating => Probabilistic (Baysian) Inference Applicability => Placement V&V => Model calibration and real world simulation Final Results: Improved input data Increased success rate from 45-60% Any questions? mostafa.gh1989@gmail.com

2031 Strategic Template

Transcript: Combined 2016 & 17 revenues by market 2016 | at a glance 2031 | dream big Weekly BD reporting at Monday am meeting aligning strategic plan to opportunities being chased Monthly financial reporting to partners communicating financial state of HGC to owners based on strategic plan Monthly reporting at meetings communicating status of strategic plan to all employees Monthly team lead reporting tracking team lead involvement in strategic plan Quarterly Exec reporting - communicate & redefine strategy of strategic plan with execs and dept. leads Build Our People Recruiting strategy: Columbus full time hires Diversity in co-ops HGC & SSRG field re-organization Leadership Academy classes Continue & evolve mentor / apprenticeship program 2017 | forecast 2017 | forecast Built Our People HGC Timeline - thru the years Preparing people for path for growth Built Our People Built Our Culture Built Our Processes Built Financial Performance 2016 | at a glance Build Financial Performance Build Our People Build Our Processes Build Every Day Staying on Track Enhance Office Operations: PM process improvement Accounting efficiencies CRM process evolution Go/NoGo process refinement Enhance Field Quality Control: Mentor / apprenticeship program evolution Safety training & implementation Built Our Processes graph showing people vs revenue and graph showing revenue by role type (PM, SPM, etc) 2016 | revenues by market Build Our Culture Build Our People Path to $1B | revenue goals by office 2031 | dream big Target growth areas for existing HGC markets : Entertainment Healthcare Target growth areas for new HGC markets: Industrial Mixed use Target growth area for secondary HGC markets: Windows Increase National footprint: Columbus office 2016 | at a glance Strategic Template to Strategic Plan 2017 | Forecast 2017 | revenues by market Build Our Processes Recruiting strategy: 3,000 FTE diverse, international candidates Be the "go to" company for co-ops Create an environment that provides meaning, career growth, empowerment for current and future employees Evolve apprenticeship program into professional series Questions, comments, next steps... Up Next... graph showing projected people vs revenue in 2017 Office re-organization (Market Leaders, Definition of markets & services) Began apprenticeship program - masonry Paid skills training - carpentry Professional Development series with Tommie Lewis Focused recruitment (industrial expertise (Brickett), national account expertise (Hothem), traveling supers) New PTO plan Additional members to Executive Team Build Cool Sh*t across state lines and country borders Maintain reputation as respected contractor National / Global community outreach involvement HGC expansion: Increase footprint (national & international presence Self-perform in new locations - strong field presence Acquisitions / mergers Growth into new service markets Growth of niche / specialized markets 2017 revenues by market (forecasted) Our Path to 2031 100 Years Build Our People Build Every Day Enhance Operations: Innovation Lab (3D printing/scanning, robotics, automation, modularization) Increase service offerings (Design/Engineering services, expand Project Delivery offerings, etc) Enhance Field Quality Control: Incorporate latest IT advancements (ie. self-healing building materials) Build upon reputation as a leader in safety Build Financial Performance Grow existing markets: entertainment, healthcare, industrial/manufacturing, multi-family Grow into new markets: data centers/IT advances, power, international TBD Secondary market growth: additional niche market segments Increase footprint: multiple offices (national and international presence) Built Our Culture HGC Construction Revenue $84.5M Annual Growth 2010-2016 18% SSRG Revenue $20.5M Annual Growth 2010-2016 26% Stanton Revenue $3.5M Annual Growth 2010-2016 26% Blueprint for consistent Operations: Playbook refinement Preconstruction Department created Software integration: Procore, Cosential, On-Screen, Enterface Technology integration: iPad roll out New Websites Build Our Processes 2031 | dream big Consistency in how we do things, wherever we are 2016 | at a glance Who? Obtain input from all departments to finalize the strategic plan for future growth & success Why? Preparing for long-term growth that fits the vision of HGC How? Focus on growing in a smart & sustainable way so we preserve our culture and maintain our reputation for quality, integrity, and innovation What? Define metrics of what we measure to ensure we're on the right path to meet our vision Blueprint for our Culture booklet Formed the Culture Committee Sports, internal outings, significant events, education Health & wellness, community engagement Improvements to HGC Campus - accounting area & SSRG space - courtyard - HR suite - fitness room - property acquisition Built Financial Performance Build Our People 2016 | at a glance Build Financial Performance Build culture & communication across field /

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