FOR IMMEDIATE RELEASE

New York City Agencies and Emerge Career Partner to Connect Hundreds of New Yorkers with Skilled Trades Careers at Next Mile NYC Economic Opportunity Summit, Delivering Opportunity, Affordability, and Justice

Emerge Career, Mayor’s Office of Criminal Justice, Department of Citywide Administrative Services, NYC Office of Talent and Workforce, Department of Probation, and Department of Correction bring hiring employers and tuition-free training in CDL, diesel technician, and other skilled trades directly to underserved New Yorkers

BROOKLYN, N.Y. — September 3, 2026 — Emerge Career, a leading workforce development technology company, and the New York City Mayor's Office of Criminal Justice (MOCJ) yesterday hosted the Next Mile NYC Economic Opportunity Summit at the Brooklyn Community Pride Center, convening elected officials, city agency leaders, major employers, and justice-involved New Yorkers to showcase how the city can deliver economic opportunity and expand access to skilled trades careers for underserved New Yorkers. Graduates were hired or offered pre-hire letters on the spot while hundreds were connected with employers. 

The summit featured over 200 attendees across the evening, including remarks from MOCJ Director Deanna Logan, Department of Probation Commissioner Sharun Goodwin, Department of Correction Commissioner Stanley Richards, Department of Citywide Administrative Services Commissioner Yume Kitasei, NYC Office of Talent and Workforce Executive Director Doug Lipari, and NYC Council Member Selvena Brooks-Powers, and highlighted Next Mile NYC’s track record of training and placing hundreds of justice-involved individuals in CDL/trucking and diesel technician careers. The packed event and opening remarks showcased the success and innovation of Next Mile NYC, delivering economic opportunity and mobility for hundreds of justice-involved New Yorkers through skilled trades careers.  The event also highlighted the program’s innovative, outcome-based model which was developed by Emerge Career and MOCJ to improve upon the standard structures and funding of the city’s workforce programs to date, rewarding outcomes — credentials, placements, and wage growth — rather than program enrollment alone.

"We were thrilled to bring together our partners across the city to show the power of our work. Next Mile NYC is bringing real, tangible second chances – rooted in careers, not just credentials – to New Yorkers. Each agency partner showed how tremendous the impact can be when we work together. Emerge is delivering outcomes by the hundreds across the city and solving critical workforce challenges." said Zo Orchingwa, Emerge Career Co-CEO.

“Access to lucrative career opportunities changes the entire trajectory of an individual’s life and benefits their community," said Deanna Logan, Director of MOCJ. "We’re proud to partner with Emerge Career to give more New Yorkers the chance to succeed. Next Mile NYC gives individuals the ability to garner skills that lead to lasting careers, creating a path forward for the individual, their families, and strengthens our city.”

Panelists for the policy summit included Samantha Kleinfield of MOCJ, Safiya Baptiste-Taylor of HRA, Trey Reid of PINCC, and Colette Grant of DYCD who highlighted the ways the city can strengthen its supports for underserved populations, increase visibility into student employment outcomes, and improve the delivery of careers, not just jobs. Next Mile NYC achieves all three: rigorous transparency across the student journey through placement and retention, wraparound supports, and life-changing careers that deliver many six-figure careers with entrepreneurial opportunities.

The cross-city participation was on full display with representation from The Mayor’s Office, theNYC Department of Probation, the NYC Department of Correction, the NYC Department of Citywide Administrative Services, the NYC Office of Talent and Workforce, the NYC City Council, the NYC Economic Development Corporation, the NYC Department of Youth and Community Development, and NYC Human Resources Administration, among others. 

The summit also featured firsthand accounts from Emerge Career graduates now working in skilled trades careers making an average of $75,000, underscoring the economic mobility possible when training programs are paired with direct employer partnerships.

“At the Department of Probation, we know that opportunity is essential to creating lasting pathways forward,” said NYC Department of Probation Commissioner Sharun Goodwin. “Next Mile NYC is about connecting New Yorkers to skills, credentials and employers that can lead to family-sustaining careers and greater economic stability. By working alongside our partners across government and the private sector, we are helping our clients turn potential into opportunity and build stronger futures for themselves, their families, and their communities.”

“Whenever someone comes into contact with the criminal legal system, all of us in government have an opportunity, and a responsibility, to help build on-ramps to better futures,” said NYC Correction Commissioner Stanley Richards. “And that is exactly what programs like these can achieve. Everyone who has engaged is charting a new path and showing the world what is possible when we invest in people — and when people invest in themselves.”

"Jobs with the city are some of the best in the nation with competitive pay and fantastic benefits, and much like the mission of the Next Mile program, at DCAS we are working to break down barriers to employment," said DCAS Commissioner Yume Kitasei. "We are proud to have joined Next Mile and our sister agencies for the Economic Opportunity Summit, and we encourage any New Yorker looking for work to consider municipal employment with the City of New York."

“Today’s summit highlights the value in removing barriers and not overlooking untapped talent. By bringing together employers, jobseekers, and City leaders, we are forging career pathways for justice-impacted New Yorkers," said NYC Office of Talent and Workforce Development Executive Director Doug Lipari. "Thanks to the collaboration between MOCJ and Emerge Career, we are ensuring that New Yorkers with valuable CDL skills gain direct access to careers in transportation."

“If we want New Yorkers returning from the justice system to stay on the right path, it is the responsibility of all of us to create paths available to them,” said Council Member Selvena Brooks-Powers, Chair of the Committee on Criminal Justice. “Through training, licensing, and direct connections to possible careers, Next Mile NYC represents a model for what is possible when government and employers work together to remove barriers and invest in workers. I wish success for every graduate, every person taking their first step on this journey, and a special thank you to Emerge Career for opening doors that for too long have been kept closed.”

For media inquiries, please contact Noah Pransky, press@mocj.nyc.gov, or Jason Barefoot, jason@emergecareer.com.

About Emerge Career

Emerge Career is an AI-powered workforce development platform and public benefit corporation that trains and places underserved Americans in skilled trades careers, including CDL/trucking, HVAC, and diesel mechanics.‍

About the Mayor's Office of Criminal Justice

The Mayor’s Office of Criminal Justice makes NYC communities safer — and the justice system more fair — with data-backed initiatives and equitable solutions.

On Wednesday morning around 10am, I set up a demo table for Emerge Career at the Fortune Society's 5th Annual Tech Fair. By the afternoon, I had over 20 business cards in my pocket, 10 warm intros, and was on stage speaking to hundreds of participants.

That's not something I planned. In fact, I asked many times for an opportunity to speak about the amazing work we are doing and was kindly told there wasn't enough space.

But I stayed patient, and optimistic. I felt confident that once people saw and heard about our work, they'd want to get involved and help spread the word, and the work. And I was right. The room recognized what this work is doing across the country.

This year's fair, themed "Using Tech to Rebuild Lives," brought together justice-involved New Yorkers, reentry professionals, and government leaders at John Jay College's Institute for Justice and Opportunity. The energy in that room asked one question louder than any panel ever could: What does a real career pathway look like after incarceration? At Emerge Career, our answer is opportunities in the skilled trades. HVAC technicians. CDL drivers. EV technicians. Diesel mechanics. Electricians. These are careers that AI isn't replacing anytime soon, and in most cases careers where employers are competing more and more aggressively for talent because the demand for labor for exceeds the existing supply.

Our graduates, all of whom are justice-involved, are entering the workforce at $80,000+ starting salaries. Read that again. Over $80,000 for someone with justice involvement is life changing. Not just a safety net, but a foundation. That's on par with a Yale graduate from last year.

None of this happens in a vacuum. It happens because Emerge works with our government partners to build the infrastructure that makes it possible. Agencies like the NYC Mayor's Office of Criminal Justice and the Sacramento Employment and Training Agency don't just check a workforce development box, they change the entire reentry equation. They create the conditions for someone to walk out of incarceration and into a career, not just a job.

That shift, from placement to pathway, is what transforms a program into a movement. To the agencies, workforce development boards, and government offices championing this kind of work: you deserve more public recognition than you receive, but here's some from our recent grads in the meantime. What you are doing is quietly transformative, for individuals, for employers, and for the cities we all share. The reception Emerge Career received at the Tech Fair was a reminder that the ecosystem is ready. Employers are ready. The talent is ready. What we need now is more programs like this, and more partners with the vision and commitment to fund them. I'm proud to be part of it.

Special thanks to The Fortune Society and John Jay College's Institute for Justice and Opportunity for creating a space where this work can speak for itself. And to the NYC Office of Technology and Innovation, Tech:NYC, the NYS Digital Equity Network, and the NYC Alliance for Digital Equity for making the event possible.

Emerge Career Launches Monthly Partner Roundtable — And the Response Was Electric

Published: April 2026

Nine community organizations across Massachusetts and New York joined our first-ever CBO Partner Roundtable — and the conversation made one thing clear: the demand for workforce training built around justice-involved individuals is only growing.

On April 16, Emerge Career hosted its inaugural Partner Roundtable — a monthly virtual convening designed to bring together the community-based organizations, government agencies, and workforce partners who refer participants to our training programs.

The goal was simple: get everyone in the same room, share what's new, and make it easier for our partners to connect their clients to opportunity. What happened exceeded expectations.

Who Showed Up

Nine organizations joined from across two states, representing probation departments, reentry programs, youth services, substance use recovery, and workforce development:

• NYC Department of Probation / Neighborhood Opportunity Network (NEON) — New York City
• America Works — New York (national)
• Housing Works Justice Initiative — New York City
• Neighbors in Action / Center for Justice Innovation — New York City
• Mayor's Office of Returning Citizens — City of Boston
• Legendary Legacies — Worcester, MA
• Worcester Youth Center — Worcester, MA
• Institute for Health and Recovery, ATR Program — Boston, Lowell, and Springfield, MA

That's a room full of people doing the hard, daily work of meeting justice-involved individuals where they are — and helping them build something new.

What We Heard

Three themes came through loud and clear.

1. The demand for trades training goes way beyond CDL.

Nearly every partner on the call asked the same question: When are HVAC and diesel tech coming to my area? Our CDL program has been the foundation, but partners are telling us their clients want more options — especially participants who face barriers to obtaining a commercial driver's license. We're actively pursuing funding to bring additional vocations to both Massachusetts and New York, and the roundtable reinforced just how urgent that expansion is.

2. Proximity matters.

Our Boston-area partners were candid: the distance to our current Western Massachusetts training sites is a real barrier for their clients. We heard them. Finding the right space for a Boston-area training center is a top priority, and we're actively exploring locations and funding partnerships to make it happen. The same goes for New York City, where we're working toward a training center within the five boroughs.

3. This network is stronger than any single organization.

The most energizing part of the roundtable wasn't the updates from Emerge — it was hearing partners learn about each other. Organizations serving probation populations discovered peers working in substance use recovery. Youth-focused programs connected with city agencies doing employer engagement. The roundtable created space for cross-referrals and collaboration that wouldn't have happened otherwise.

Program Updates We Shared

We used the roundtable to spotlight two of our newest programs:

HVAC — Our existing HVAC program is enrolling now in Massachusetts, covering EPA 608 certification, split system installation, furnace diagnostics, refrigeration, and controls. We're actively pursuing funding for a dedicated training site that would allow us to scale capacity significantly.

Diesel Technician — We're on track to register one of Massachusetts' first Diesel Technician Registered Apprenticeship Programs. The structure is a three-year, 6,000-hour program with Emerge delivering the first-year pre-apprenticeship and an employer sponsor providing on-the-job training for years two and three. Pre-apprenticeship referrals are open now.

What Comes Next

The Partner Roundtable is now a monthly fixture — every third Thursday at 2:00 PM ET. Our next session is May 21, 2026.

We also sent every attending organization a formal partnership agreement (MOA) to make it easier to collaborate on referrals and joint funding applications. When our partners are stronger, our participants get better outcomes. That's the whole point.

If your organization serves justice-involved individuals and you're interested in joining the roundtable or learning more about referring clients to our programs, reach out to us at elizabeth@emergecareer.com.

Emerge Career is a Public Benefit Corporation providing workforce training — CDL, HVAC, Diesel Technician, and Construction Trades — primarily for justice-involved individuals. We operate in Massachusetts, New York, California, and Colorado with over $13 million in active contracts.

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One hire turned into a pipeline Dutch Maid plans around

In January 2025, Andrew Bruce-Robinson earned his Class A CDL while living in a New York City shelter. "Getting my CDL has changed my future," he told us.

Eight weeks later, Dutch Maid Logistics hired him to drive over the road at about $78,000 a year. He was the first Emerge Career graduate they'd ever hired. Within days they asked for more.

Andrew was the kind of hire every carrier is hunting for. If you recruit drivers, you know how rare that is: plenty of applications, too few people who show up to orientation and stay.

Dutch Maid knows that problem well. It's a family-owned refrigerated carrier out of Willard, Ohio, started in 1977 with four tractors and four trailers. Today it runs about 200 tractors and 350 reefer trailers across all 48 states, hauling fresh produce, meat, and beverages. That's a lot of seats to keep filled, and an empty one means a truck sitting in the yard.

We don't send just anybody. Before we refer a driver, we look hard at grit and character, the things a road test can't measure. We want every grad to thrive on the job, not just get hired. Every driver we sent had also been checked against Dutch Maid's own hiring rules before a recruiter saw the name, so their team spent its time on yeses and could count on our referrals.

Kendall Miller, from our Massachusetts Donnelly cohort, during her first week on the job.

Four weeks after Kendall Miller started her job search with us, she was driving over the road for Dutch Maid. By the end of 2025, they ranked her fifth among all their drivers. She'd spent five years as a Certified Nursing Assistant and driven box trucks cross-country, but she didn't earn her Class A permit until May 2025.

Marco Jimenez, from our MOCJ 25-26 pilot cohort.

That fall, Marco Jimenez, 28, from New York City, passed his CDL exam on the first try and was driving regional reefer for Dutch Maid a month later.

"My why is financial freedom," he said. "I've been working for a while at different organizations and always felt like I was easily replaceable."

Nearly a year later, they haven't had to replace him. They rely on him.

By December, we were filling orientation seats in groups. On December 15, four of our grads, two from New York and two from Massachusetts, sat in the same orientation in Willard, Ohio.

Luis Colon, from our MOCJ 25-26 cohort.

Luis Colon, 49, from Staten Island, was one of them. Part of why our grads stick is that someone keeps checking on them. "I started going to school, and I seen the people calling and checking up on me, making sure I was here," he said. "It really helped me and pushed me through." That coaching continues through a driver's first year on the job.

We build our training around what carriers need from a driver on day one. By February, Luis had finished Dutch Maid's 200 hours of required training and was driving solo.

Why employers work with us

By 2026, almost every grad we sent Dutch Maid's way took the job. In September, Allison Wiers, a recruiter at Dutch Maid, interviewed Gilberto Maldonado. "I knew he was gonna be great," she told us. "It's so gratifying to me to work with these folks and take a great step in their life."

Dutch Maid counts on us for drivers who are safe, ready to grind, and proud to carry Dutch Maid's name, and ours, on every mile. Every grad they hire is paired with one of our coaches for their first year on the job. We're a workforce development program, so they don't pay a cent for the referral or the coaching.

The door Andrew opened stayed open. Today 34 of our graduates drive for Dutch Maid. Large truckload carriers have averaged about 93% driver turnover a year for decades. Dutch Maid has a pipeline it can plan around.

Dutch Maid's fleet today, and where our current pace puts it by 2029.

Want hires like these?

If you're hiring drivers, diesel techs, or anyone in the skilled trades, we want to do the same for you. We'll send people we'd stake our own name on, screened to your hiring rules before you ever meet them, with a coach beside each one for their first year. It costs you nothing. Tell us how many seats you need to fill and where at emergecareer.com/employers, and we'll tell you how fast we can fill them.

Welcome to the Mayor’s Office of Civic Design!

This article was written by Emerge Career’s founding Product Engineer, Doug Dahl and edited by Emerge Career’s founding Design Engineer, Sherry Liu.

Auth incidents at Rikers in August and September 2026

In August, we released a very standard update that led to a very non-standard consequence.

Emerge Career works to train justice-impacted and low income people and get them placed into skilled trades jobs. As a part of this work, we distribute our learning platform for use in correctional facilities. After adding passwordless login to our platform, our students on Rikers Island, New York City’s infamous island prison, suddenly lost the ability to sign in. The new feature allowed our students in-community to log in without needing to remember a password, which led to a durable 6% bump in user engagement. On the island, though, things didn’t go so smoothly. This post explains what happened, how we fixed the issues, and how to test software for correctional facilities. We’ll start with the high-level takeaways.

Fig 1. Emerge Career’s new auth page (left) vs our old auth page (right). Students can now log in by receiving a code to their device. Looks like a strict upgrade to me.

Best Practices: Building Software for use in Correctional Facilities

Train your onsite rep as a QA engineer

Information has a lot of constraints as it moves into and out of correctional facilities, as a part of the nature of the facility. Reports often pass from a student to an instructor, then to a program rep, and only then to an engineer. Playing telephone with a bug report is dicey under the best of circumstances, and even more so if your rep isn’t trained to communicate problems with your tech.

To offset this risk, give the rep a template they can use to report bugs. Ask for the time and time zone of the incident, facility code, page, last user action, exact visible text, affected devices out of devices tested, and a photo if possible.

Assume all facility traffic will come from a single IP in bursts

An IP address normally maps to about one household or one user. Rate limits can be set per-IP because it makes sense to assume that one user won’t press the login button 94 times in under a minute.

This assumption doesn’t hold in a correctional facility. These facilities assign every device in a facility to one outbound IP address, such that all traffic looks like it’s coming from a single device. What’s more, users will likely access your product in large groups simultaneously during time-blocked, monitored sessions. Any rate limits should be set taking these facts into account. This likely means setting your rate limits based on user, session, or sign-in code, rather than IP

A single IP can also be a feature for debugging incidents in a facility — during an incident, you should look for a rise in requests and errors from the facility’s address to identify problems more quickly.

Keep login independent of blocked browser services

Get the facility’s approved-host list and compare it with every host the browser contacts. Test the production login flow on the facility network.

Support a facility-approved login and recovery route that does not require a personal phone, a personal inbox, or a third-party browser script.

If you’ve already got a flow that will work for users without emails and phones, make sure you train facility staff to direct students to that flow.

Build a test environment with facility constraints

To ensure your preflight checks accurately represent the environment you’re deploying into, you should mimic the constraints of that environment as faithfully as possible.

At a minimum:

• Block every host outside the facility’s approved list.
• Send the largest planned class through one test address.
• Keep an old tab open across a release.
• Add slow service, dropped requests, an old browser, low storage, and sequential users on one device.
• Break one optional component and confirm that the rest of the page still works.

Incident Breakdown

On August 28, 2026, students at a group study session on Rikers could not sign up or sign in to Emerge’s webapp. When they landed on our auth page the page would load, but the browser could not load a service required by the login flow.

Fig 2. A recreation of the error our students reported.

To students, it looked like our app was working fine, but the sign up button was broken. The real source of the issue was that our reCAPTCHA script lived on www.google.com, which the facility network blocked. As a result our app could not create an auth token, and our protected registration and login methods then rejected login and registration requests with HTTP 401 responses. On the frontend, our sign up button would enter a loading state with a non-descriptive error after the first press. One rep pressed the button 83 more times to try and get it to work.

To make things worse, all the outbound traffic from the facility also passed through one public IP address. After enough requests, later auth attempts failed because they were rate limited.

Our software assumed a normal consumer network, one person per address, and current browser files. Those assumptions did not hold inside the facility.

How login worked in the correctional facility

A student’s browser had to complete these steps before they could enter the Emerge app:

1. Load the Emerge page.
2. Load reCAPTCHA from www.google.com.
3. Use reCAPTCHA to create an auth token.
4. Call the registration or login service with that token.
5. Request and submit a one-time code.
6. Load the dashboard and its versioned JavaScript files.

We’d gotten our web app on the allowlist for the correctional facility, but our auth flow still failed because it relied on a call to google’s reCAPTCHA service, which was blocked by the facility’s network rules.

Our auth flow also assumed that an IP address was representative of a single user or small group of users. This was not the case at Rikers, where the entire facility had a single outbound IP address. When the 30 students at our study hall session signed in, it looked like automated, bursty traffic and triggered our rate limit.

We resolved this issue by switching to ‘www.recaptcha.net’ as our reCAPTCHA provider. Just to be safe, we also ended up changing our rate limiting logic significantly (more granular, per-account limits) to account for the bursty-looking traffic that came from the facility during our study hall event.

Fig 3. User impact of per-IP vs Per account rate limiting on shared networks.

A second incident & onboarding a forward deployed test engineer

A couple of weeks later on September 10, 2026, a report of a second auth failure came in through a partner who was leading a session onsite. The report in question read: “Login is broken for students on Rikers.” I decided then to retire my Claude Max subscription and become an influencer.

Initially this looked like an aftershock from the initial SEV incident. After a 30 minute debugging session, it turned out that four out of thirty students in our orientation session on Rikers were attempting to log in via a magic link — a magic link they couldn’t access, since they didn’t have a device or email available.

To prevent the same confusion during the next incident, we created two repeatable practices:

1. Train the onsite representative to direct students through the supported login path and send engineers a useful report.
2. Test each release under the same limits students face inside the facility.

Training the onsite representative

One MORE challenge that operating inside a correctional facility presents: your users won’t be able to contact your support team directly. Your onsite representative is often your only source of information. They do not need to be a forward deployed engineer, but they do need clear instructions on how to report a bug.

To help mitigate this type of misstep in future, we developed:

1. A guide to train each representative before their first session with the Emerge app. We give them a one-page guide containing:
   1. Screenshots of the supported login route.
   2. The first step to take for each common error.
   3. The support channel to use.
   4. A rule to try an action only once. If it fails again, stop and report it. Repeated attempts from an entire class can trigger a shared rate limit.

2. A template for reporting bugs

Facility:

Date, time, and time zone:

Number of affected students:

Number of devices tested:

Page or screen:

What the student did immediately before the problem:

Exact words or error code on the screen:

Did it work after refreshing the page?

Photo of the screen:

The idea here is to give representatives a framework to report what happened, rather than diagnose the problem themselves. “Login is broken” isn’t particularly helpful, but it makes sense that would be the report in the absence of a strong alternative scaffolding. This second incident looked like it was coming from the same code surface as the first based on the unstructured error report. I was ready to retire as an engineer! Setting up a structured reporting mechanism can save you from the same stress.

Testing under facility conditions

A test on a home network or WeWork Wifi can’t reproduce the constraints of a correctional facility. To make sure we could catch future issues before they arose, we built a testing environment to simulate the conditions our app operates under on Rikers.

Here are the baseline list of facility conditions that we operationalized for our v1 testing harness, along with the actual tests and expected behavior:

• Check that your software depends on approved hosts only
  • To test: use your testing harness to block every host outside the facility’s whitelist. Determine critical user flows for your users in-facility and test drive all of them manually before launches.
  • To pass: every critical flow should succeed without failing on a call to a blocked host.
• Check that shared traffic from a single IP address won’t degrade your service
  • To test: define the ceiling for the number of concurrent users who may access your service through a single IP. Route a test set of requests for each critical path through a proxy that assigns the same IP to every request.
  • To pass: rate limiting applies per-account, but not per-IP address
• Check that your app is accessible end-to-end with only the hardware available in facility
  • To test: complete all critical flows using only the hardware your users will have access to (IE. if your users will only have highly restricted tablets, the norm in many facilities, acquire a test device and use it to test your launch.)
  • To pass: all critical user flows are accessible on the hardware that users will be using in reality.

• An old version of the application
  • Test: Open release A, deploy release B, remove one of release A’s JavaScript files, and continue using the old tab.
  • Pass: The application loads the current version without requiring a hard refresh or entering a reload loop.
• A slow or interrupted connection
  • Test: Delay requests, drop one request, leave the tab in the background, and test an older supported browser on a device with little free storage.
  • Pass: The application explains the failure and lets the student continue or retry safely.
• Several students using the same device
  • Test: Sign in as user A, sign out, and sign in as user B. Repeat with another tab still open.
  • Pass: User B cannot see user A’s name, progress, cached pages, or other data.
• One optional service failing
  • Test: Disable one dashboard card or another nonessential request.
  • Pass: Login and the rest of the application continue to work.

Closing

Your product often only gets one chance to impress a user, even in the best of circumstances. Operating in a corrections facility is certainly not the best of circumstances. If you’re building software that people might use in prisons, understanding the unique constraints you’re likely to face and the tactics you can use to work around those constraints is the only way you can make the most of your one opportunity to impress! Please learn from our mistakes.

About the authors

Doug Dahl is the Founding Product Engineer at Emerge Career. He works on building products that improve student outcomes by using product-led growth tactics. He also works as a partnership manager, salesperson, student coach, and ops leader.

Sherry Liu is Emerge Career’s founding Design Engineer. She works on designing delightful experiences for students and internal operators. They also work as a partnerships manager, student coach, ops leader, and events manager.