What I’ve Been Building

The story of this dashboard starts with frustration. As a Venture-Captain in Atlanta, I was operating under a regional reporting model that reduced the health of an entire area to seven aggregate numbers — table counts by system and format, unique players, unique GMs, and new players. That’s it. No cancellation rates. No scheduling health. No volunteer burnout indicators. No trend data. Just seven numbers that told you what happened but nothing about how or why.

I built an Atlanta-specific dashboard using Google Forms, Google Sheets, and Google Apps Script that went significantly deeper. The head of Paizo Organized Play saw it and told me he loved it — and joked that I needed a hobby. That dashboard directly drove the cancellation rate reduction from 30.41% to 20.92% in the Atlanta region, because for the first time we could see where and why sessions were being cancelled, not just that they were.

When I was promoted to Regional Venture-Coordinator in 2025, I started over at the right scale. The Atlanta dashboard had proved the concept — now I needed to build it properly for a 6-state region with multiple venues, multiple data sources, and compliance requirements I hadn’t faced at the local level.

When I accepted the Regional Venture-Coordinator role in September 2025, the Appalachian Region had no unified public presence. 29 active lodges across six states, no regional hub anyone could point a new player or potential VO to.

I built one. Within weeks of the promotion — while still employed at JPMorgan Chase — I designed, built, and launched appaopregion.org. WordPress backend, all architecture and plugin selection by me, content a mix of original writing and AI-assisted wordsmithing.

AtlantaPFS.org predates both JPMC and the current gap. I built it during the COVID unemployment period between Amtrak and Teladoc — not because anyone asked, but because the Atlanta lodge needed a digital home and I had the time and skills to build one. It’s been running continuously since 2022, through Teladoc, through JPMC, and through this gap.

During the current gap period, I added three meaningful features:

The site also receives automated game scheduling announcements from Warhorn — when a new session is published on Atlanta’s Warhorn page, it automatically posts to the Atlanta socials and Discord. I made a deliberate decision not to replicate this at the regional level, where the volume from 29 lodges would make the feed unusable.

The automation network isn’t just “I set up some cross-posting.” It’s a designed information architecture with intentional decisions about what flows where, at what volume, and why.

The network does two things simultaneously: it distributes content I create outward to all channels, and it pulls authoritative upstream content from Paizo and OPF inward to the community. Members stay current on organizational news without having to follow Paizo separately — it comes to them in the Discord they’re already using.

I own the GeorgiaPFS Discord server. Not just administer it — own it. 400+ members across multiple Georgia lodges, with a role-based channel visibility architecture I designed from scratch.

In February 2025 I wrote a complete server reorganization framework — a full implementation guide covering the new permission architecture, channel taxonomy, MEE6 bot configuration for 5 reaction role message sets, a 350-member migration strategy with four phases and a rollback plan, VO briefing protocols, success metrics with Week 1, Week 2, and Month 1 targets, and ongoing maintenance schedules. I implemented it live in September 2025.

The Onboarding Committee exists to make the organized play experience welcoming and repeatable for anyone entering the ecosystem — new players, new GMs, new Venture-Officers, and new lodges. It’s a global mandate serving every region Paizo Organized Play operates in.

I chair it. That means running quarterly meetings plus additional project-specific sessions, managing a committee with international membership spanning the US, Australia, UK, and online regions, overseeing a document creation and revision pipeline with accessibility compliance requirements, and holding the committee accountable to its delivery commitments.

In October 2025, I saw a post in a Facebook group from the owner of a Roku channel who had recently acquired a second channel and was looking for help. I responded, sent my resume, and ended up in a 90-minute conversation about what I could contribute.

That conversation led to an ongoing engagement. Not a formal contract — an informal consulting relationship built on demonstrated value.

This engagement demonstrates something worth noting: I didn’t apply for a consulting role. I saw a problem, recognized I could help, and created the opportunity. That’s the same instinct that built the regional hub before anyone asked for one, and the dashboard before anyone defined the requirements.

After six months of methodical job searching — using every AI tool available to optimize, tailor, and score resumes against job descriptions — I had enough data to write something substantive about why the system is broken. Not a vent post. A documented, cited argument.

The thesis: ATS should be called what it is — filtering and rejection technology — and the way it’s configured by employers encodes age bias, creates barriers for qualified candidates, and exports the psychological cost of constant rejection onto the people who can least afford it. The piece includes citations from academic research, legal analyses, and published studies on the health impacts of prolonged unemployment and recruitment ghosting.

The audience breakdown matters: 29% Senior, 8.6% Manager, 3.9% Director, 1.4% VP. This wasn’t just job seekers commiserating — it reached decision-makers. The top company in the audience was JPMorgan Chase at 1.5%. Former colleagues are watching.