At the Genuine Foundation I served as operations and sponsorship manager for the Genuine Cup, an international soccer tournament for individuals with intellectual and developmental disabilities. The event, held in Houston from late July to early August, is part of the foundation’s mission to use the media power of soccer to advance inclusion. The tournament provides a global platform to improve employability, increase sports inclusion, and advocate for the rights of individuals with intellectual disabilities.

I supervised a team of three interns across three key areas. First, we were the main point of contact for thirty‑eight teams from twenty‑two countries, managing operations and communications to successfully bring eight hundred players to Houston. Second, we supported the sponsorship department by developing materials, conducting outreach, and organizing calls, helping secure twenty‑six sponsors. Third, we led communications efforts: advising on website management, supervising social media content, and producing materials such as television scripts and press releases. We launched a new influencer initiative that engaged more than forty influencers, including top professional players, to increase visibility. During tournament week, we accompanied teams to cultural experiences like visiting NASA and attending an Astros baseball game, culminating with a final match at Rice University Stadium. These efforts aligned with the mission by using soccer to promote inclusion and rights.

Courses and programs at Columbia, such as the Nonprofit Board Leadership Program, Pangea Advisors, and leadership roles in the Social Enterprise Club, prepared me for this role. They showed me how business skills can drive social impact. Courses on the nonprofit sector deepened my understanding of funding complexities, which was invaluable when attracting sponsors. Board experience strengthened my ability to manage teams and engage multiple stakeholders. Leading a team of three interns and coordinating with different organizations required strong leadership and communication skills, which I honed through classes like The Leader’s Voice.

Managing a large team across time zones was challenging. I needed to onboard interns quickly, keep them motivated, and ensure alignment despite working from different locations. To build cohesion, I implemented daily thirty‑minute check‑ins and end‑of‑day reviews and held additional sessions for content planning. We started with a ninety‑minute kickoff meeting where we shared personal stories, discussed work styles, and identified strengths and weaknesses. This built trust and set a foundation for collaboration. Engaging senior leaders from partner organizations also challenged me to tailor messages and manage high‑stakes conversations confidently.

At the start of the summer I set two goals: to gain a deeper understanding of the reality of people with intellectual disabilities and to learn how to motivate and manage a large team. I achieved both. Spending time with players—visiting NASA, attending baseball games, sitting on benches, celebrating goals, and sharing conversations—brought me closer to their reality. We delivered strong results: millions of video views, dozens of media stories, influencer campaigns, and television coverage. A parallel conference sparked discussions on employability and rights. I am proud of the team culture we built; everyone remained motivated and wants to continue contributing. This experience inspired me and reinforced my commitment to work that drives inclusion and social impact.