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President, Event Coordinator & Content Creator
When I stepped into the President role, RSC lacked internal structure, consistent branding, and any monetization model. Events averaged 20–30 attendees, social reach was minimal, and collaborations were limited to one university. I approached the club as a community brand, not just a student organization, rebuilding operations, positioning, and growth strategy from the ground up.
Low event attendance (20–30 students) No revenue model Limited social engagement Low inter-university partnerships
Rebuilt internal management structure and defined clear team roles. Launched recurring themed events with catered experiences. Introduced paid ticketing with strategic pricing ($17–20). Built a Telegram ticketing bot and custom payment flow. Led Instagram growth strategy through short-form content. Established partnerships with Suffolk University and strengthened with BU.
Event attendance: 20–30 → 60–100+ Sold-out events: 60/60 tickets Ticket price growth: $7 → $17–20 Average video views: 400–500 → 1,000+ Collaborations: 0 → 3+
“This case strengthened my experience in community building, monetization strategy, and operational leadership, combining branding, marketing, and execution.”
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