Anthony Muscatello

At Apex Systems, a global technology services provider operating across 70+ markets, I partner with clients to understand their business challenges and deliver tailored solutions that improve efficiency, accelerate innovation, and drive measurable outcomes. Key Responsibilities: - Cultivate and maintain strong, long‑term relationships with existing clients across diverse industries. - Identify and pursue new business opportunities through strategic prospecting, outreach, and cold calling. Schedule and conduct in‑person meetings with key decision makers to understand business needs and present tailored solutions. - Collaborate closely with industry and solution leaders to develop account strategies and deliver high‑impact client outcomes. - Assist in drafting contracts, proposals, and customized service packages aligned to client requirements. - Leverage Apex’s comprehensive service offerings, including strategy & enablement, innovation & productivity, and modern enterprise solutions, to support clients in achieving their digital transformation goals.

✴️ SNAPSHOT: The Development and Alumni Relations department underwent a philosophical change and centralized all fundraising and development on campus under one roof. My previous role was moved to a new reporting structure within the department. I pivoted into my current role, focused exclusively on fundraising and engaging parents of current students for the support of the VCU Family Fund. These newly created funds help support student affairs, programs, and services. ✴️ SELECTED HIGHLIGHTS; 🔹 Achieved 100% success rate in outreach asks 🔹 Lead "Parents Night Out" event raising over $5,000 in Y1 🔹 Created marketing collateral and communication channels 🔹 Developed targeted outreach strategy 🔹 Established Leadership Council of ongoing parent involvement ✴️ CORE COMPETENCIES: Program Development, Stakeholder Relationships, Cross-Functional Collaboration, Vendor Management, Change Management, Donor Recruitment, Strategic Planning and Execution, Community Partnerships, Budget Management, Operational Leadership, Data Analysis, Portfolio Management, Relationship Building

✴️ SNAPSHOT: My fundraising and revenue generation efforts earned me an opportunity to shift career paths into a full-time development position. My Director of Recreation recommended me to work directly with the Vice President for Student Affairs to build a new position focused on giving opportunities to support student affairs. While this role was a new challenge, I took it upon myself to learn my craft through conducting interviews, researching each program, and gaining a basic understanding of fundraising principles. ✴️ SELECTED HIGHLIGHTS; 🔹 Built philanthropy and sponsorships programs from ground up 🔹 Secured over $50,000 in Y1 🔹 Created foundational infrastructure to build out this new program 🔹 Cultivated relationships with key stakeholders

✴️ SNAPSHOT: I was promoted into a new position where it was my responsibility to manage and increase revenue for the department, including managing paid membership, department sponsorship, and starting a philanthropic arm to the department, along with all of the marketing efforts, sales, sponsorships, and promotions for our programs and services. I led a team of 2 direct reports and managed a $350,000 department budget. ✴️ SELECTED HIGHLIGHTS; 🔹 Increased membership sales to over $1M annually 🔹 Reimagined vision of annual report 🔹 Secured first-of-its-kind 5-year partnership with third-party vendor 🔹 Developed philanthropic initiatives with Student Affairs, raising over $25,000 🔹 Led transition to virtual operations during COVID-19 pandemic

✴️ SNAPSHOT: After spending 2 years working with Drexel University, I was hired by VCU, a public research university with over 28,000 students, to manage and lead the day-to-day operations of four recreational facilities: Cary Street Gym, Cary Street Field, the Thalhimer Tennis Center, and the MCV Campus Recreation & Aquatic Center. ✴️ SELECTED HIGHLIGHTS; 🔹 Led team of 200 student employees 🔹 Modernized technologies, equipment, and facilities 🔹 Increased annual visits 3% 🔹 Reallocated human capital and reduced labor costs 🔹 Upgraded antiquated membership software 🔹 Facilitated campus-wide partnerships