Timothy Kay provides a resume summarizing his education and work experience. He attended Western Carolina University where he earned a B.S. in Sport Management and a minor in Psychology in 2014. He has worked as an intern for SB Nation writing sports blogs, as an emergency room intake specialist at Rex Hospital, and in various roles at a gym and with the U.S. Army. He provides leadership experience with various student organizations and details his career goals of attending graduate school for a Master's in College Student Personnel.

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Timothy D. Kay
245 Memorial Drive, Suite 9959, Cullowhee, NC 28723
tdk1dek@gmail.com / Cellular (919) 758-9598
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Education
Western Carolina University, B.S., Sport Management, Minor in Psychology Cullowhee, NC
April 2014
Southwestern Community College, A.A. / College Transfer Sylva, NC
Jan 2010 - Dec 2011
Durham Technical Community College Durham, NC
Aug 2009 – Dec 2009
WORK Experience
SB Nation / Outsports.com Cullowhee, NC
 Intern / Sports Blogger March 2013 – July 2013
 Converted the website’s (Outsports.com) outdated format to the updated SB Nation format.
 Wrote meaningful sports blogs connected to personalexperiences.
 Worked effectively and in conjunction with website management.
Rex Hospital Healthcare Raleigh, NC
 Emergency Room Intake Specialist July 2009 - Dec 2009
 Ensured patient confidentiality in a professionaland courteous environment.
 Created organized and updated medical records systems (Star System and RCare System)
 Processed and updated patient’s insurance information.
Steel Gym New York, NY
 Gym Sales / Shift Manager May 2006 - March 2009
 Produced professionalenvironment for people to improve health and their well-being.
 Promoted the gym business,sold memberships, and provided friendly customer service.
 Created fiscally responsible systemby updating daily sales and merchandise reports.
United States Army Fort Bragg, NC
 Unit Supply Sergeant July 2000 – July 2004
 Provided logistical and unit supply management responsibility.
 Created excellent filing systemfor important files and weapons/equipment work orders
 Responsible for providing food and water rations in field.
 Team Leader
 Supervised three soldiers and relegated military orders completed in expedient/efficient manner.
 Ensured subordinates follow U.S. Army Rules and Regulations by keeping evaluation reports updated.
 Operation Iraqi Freedom
 Served in Iraqi War from Jan 2003 - Jan 2004. Provided logistical support on a daily basis.
 Performed duties in high stress / life threatening conditions.
 Honorably discharged with the rank of Sergeant (E-5).
Leadership Opportunities

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Sports Management Association Cullowhee, NC
 Vice President April 2013-Dec 2013
 Responsible for assisting the president in establishing a successfulsports administration focused
student organization.
 Increased awareness and improved organization’s value to those interested in sports management.
 Established new marketing strategies and helped raise sponsorship funds to enhance awareness for an
annual Mountain Heritage 5K held in September 2012 and September 2013.
 Created a competitive 3 on 3, basketball tournament in hopes of raising funds for the organization and
heating oil for needy families in Western NC who cannot afford oil on their own.
 Fostered a welcoming and passionate environment for those involved in the organization
College Sport Research Institute Case Study Competition Chapel Hill, NC
 Research Aug 17-19 2013
 Worked in a four-person group researching and debating the controversial topic of conference
realignment.
 Researched numerous articles in relation to our topic posed by the case study committee and came up
with valid points for our written essay.
 Effectively communicated and worked in conjunction amongst the group and our advisor
 Established a systemof accountability within the group and ensured everyone kept up with deadlines.
 Created a thoroughly effective PowerPoint presentation to answer a second question posed by the case
study committee.
 Participant
 Attended numerous sessions that dealt with issues related to college athletics
 Interacted with a plethora of sports management field experts well versed on ethical issues within
college athletics.
 Effectively networked with a diverse array of fellow case study competitors and experts in the sports
management field.
Mountain Heritage 5K Race Cullowhee, NC
 Pre-Event Tasks Aug – Sep 2013
 Worked in Sponsorship Group and chosen as Task Manager.
 Worked in conjunction with sponsorship group leadership.
 Maintained communication with overall project group manager and othergroup task manager’s.
 Updated individual tasks for each sponsorship group member on Gannter Project Tool
 Reviewed and tracked sponsorship progress foreach individual group member
 Race Day Tasks
 Helped set up tents and sponsorship table
 Passed out T-shirts and race bags to runners
 Resolved on-day issue with event sponsorin an effective manner
 Post-Event Tasks
 Helped with cleanup and taking down tents and sponsorship table
 Assisted with Sponsorship Portfolio and Presentation
Honors
Member of following Honor Societies:
 Sigma Alpha Pi, National Honor Society of Leadership and Success September 2013
 WCU Chapter of Pi Gamma Mu International Honor Society April 2013
 4Member of National Technical Honor Society, Cumulative GPA 3.67 December 2011

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Timothy Kay’s Reference’s Page
Kadence Otto, Ph.D., Associate Professor, Western Carolina University, Sport Management Program,
239 Forsyth, Cullowhee, NC 28723, kotto@wcu.edu, (828) 227-3548
B. David Tyler, Ph.D., Assistant Professor, Western Carolina University, Sport Management Program,
203 Forsyth, Cullowhee, NC 28723, dtyler@wcu.edu, (828) 283-0203
Peter W. Wooldridge, Ph.D., Vice President, Corporate and Continuing Education,
Durham Technical Community College, 1637 Lawson Street, Durham NC 27703,
wooldridgep@durhamtech.edu, (919) 536-7200 Ext. 8046

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Career Goals
A year from now, after graduating from Western Carolina, I want to be enrolled in my first
semester of graduate school.If all goes well with taking my Graduate Record Examination (GRE) and I
meet the standard requirements of the Masters in College Student Personnel for University of Mississippi,I
will be enrolled at the University of Mississippiin the fall of 2014. Hopefully, I will be working as a
graduate assistant in either the Athletic Department or working as an academic advisorfor athletes.
However, I won’t reject or dismiss any potential opportunity that may come my way.
Three years from now, I will be in the first year of my professionalcareer. I would be a year
removed from graduating with my Masters in College Student Personnel. As far as where I would like to
work, I want to work for the university in a capacity where I can mesh athletics with academics. I want to
be able to make an impact within the university.
Five years from now, I hope to be progressing professionally and that I am happy.I want to
be a valuable asset wherever I am. I want to serve as a role model and mentor for those I supervise,be
able to collaborate with my peers in a professionaland social networking sense,and to be relied upon by
my supervisors.

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Missing Their Shot
2013 CSRI Student Case Study Competition
Solution Paper
29 March 2013

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Holy Cross (hereinafter, “HC”) had a duty to act in the best interest of its students,
faculty, and the Worcester community. By not joining the Big East (hereinafter, “B.E.”), HC
failed to take advantage of an opportunity to fulfill its mission and remain a beacon of academic
and athletic excellence. From a Kantian perspective, Brooks’ decision was noble and his
intentions were good; his duty was to preserve HC’s academic integrity. Nevertheless, we
suggest that, from a Utilitarian perspective, Brooks’ failed to recognize the value of intrinsic,
extrinsic, and contributory benefits, which could’ve transformed both HC and Worcester, while
maintaining the highest of academic standards.
From a value perspective, HC is committed to the cultivation of a community where
“…individual interests…from athletics to the arts…are pursued with intensity and passion”
(“About Holy Cross”, 2012, para. 2). The B.E. is the NCAA Men’s Basketball Tournament’s
all-time leader in appearances with 366 since 1979; nearly nine times that of the Patriot League
(41 since 1979) (McMurphy, 2009). In this case, providing HC basketball players the
opportunity to compete in the B.E. is to allow them to pursue their individual interest and that is
meaningful in-and-of-itself. Indeed, Chen, Magner, and Snyder (2010) found that “[athletes]
agreed with the effects of sport involvement in developing health, work ethic, creativity, self-
esteem, confidence, cultural acceptance, academic performance, and overall development” (p.
187). Dixon and Warner (2011) outlined additional benefits of sports participation such as
“increased well-being, lower delinquency rates, and increased civic participation” (p. 257).
From a Capitalistic perspective, the intangible values embedded within the B.E.
“opportunity” for the athletes mirror values essential for success in our society; namely—
competition. “Competition is central to the operation of markets, and fosters innovation,
productivity, and growth all of which create wealth and reduce poverty” (Godfrey, 2008, p. 3).

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Competition helps provide the greatest amount of good for the greatest number of people.
Indeed, there is considerable pressure in real world competition, and competing in the B.E.
would have afforded HC athletes more experience in pressure situations. Baumeister (1984)
noted “persons who are habitually self-conscious should find it easier to cope with situations that
engender self-consciousness because they are accustomed to performing while self-conscious”
(p. 611). If HC had joined the B.E., its student-athletes would’ve been the recipients of the
intrinsic benefits of playing major college athletics, and HC would’ve fully adhered to their
mission to cultivate “the individual interests of [all of] its students” (“About Holy Cross”, 2012,
para. 2).
Philosophically, Brooks had a responsibility to consider extrinsic benefits of joining the
B.E. The Patriot League adheres to a similar academic model as the Ivy League (“2012-13
Patriot League Policy & Procedure Manual”, 2012). Perhaps Brooks didn’t consider the
possibility that student-athletes can compete in both the academic and the athletic forum. For
some student-athletes, their athletic talent could be the means by which they could attend a
school like HC (i.e., basketball is the “means” to an educational “end”).
From a utilitarian perspective, athletic success can have positive impact on academia (see
Appendix A, noting that B.E. schools are academically superior or comparable to HC). Athletic
success can lead to increased applicants and “…schools with basketball success tend to exploit
an increase in applications by being more selective in the students they enroll” (Pope & Pope,
2008, p. 4). In fact, “…football and basketball success significantly increases the quantity of
applications to a school (2-8% for the top 20 football and top 16 basketball schools)” (Pope &
Pope, 2008, p. 24). Private schools may see increases in application rates after sports success
two to four times higher than that of public schools (Pope & Pope, 2008). Additional

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applications…provide potential for schools to improve their admission outcomes (Pope & Pope,
2008).
Since athletic departments have both the ability and the responsibility to enhance the
university’s mission, and athletics can serve as the “front porch” of a university, colleges appear
eager to commit resources to athletics in order to grow their university (Perez, 2012, p. 199).
Currently, HC pays its head men’s basketball coach $81,327; whereas, the average B.E. men’s
basketball coach makes $458,198 (EADA, 2012). This means HC would have to invest more to
gain more. While HC currently reports no profit or loss from athletics, Villanova reported
making a profit of $1,379,578 (EADA, 2012) (see Appendix B). “Additional benefits include
increased national exposure and monetary donations, sparked interest from prospective students
and an improved pool of prospective students” (Goff, 2004, p. 100-101). By not joining the
B.E., HC failed to take advantage of the exposure and monetary benefits that schools inside the
nation’s premier basketball conference enjoy.
Finally, contributory benefits could’ve been realized. Professor Matheson, associate
professor of economics at HC stated, “There is a definite disconnect with Holy Cross and the
town of Worcester” (V. Matheson, personal communication, March 21, 2013) (see Appendix C
for complete transcript). Dr. Myles Brand, former NCAA president, pointed out the “town-
gown” relationship wherein, “athletic events…offer an ideal setting to engage with the
community…[and] with the high visibility of student-athletes…position them as institutional
ambassadors for community outreach” (Brand, 2006, p. 4). The University of Maryland coaches
designate days for students-athletes to engage in community services stressing the importance of
community engagement (Hyman & Van Jura, 2009, p. 47). Attendees of spectator sports like
basketball are seen as a “celebrative community…uniting community and university…to show

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loyalty to the institution…the energy that runs through these arenas…has the power to unite”
(Hyman & Van Jura, 2009, p. 47).
In conclusion, HC missed their shot! They could’ve improved student’s lives, academic
quality, and their relationship with Worcester. The leadership of HC neglected to appreciate the
opportunity that competing in the B.E. could’ve played in helping to fulfill their mission and
grow their college and community for the better. The intrinsic, extrinsic, and contributory
benefits of joining the nation’s premier basketball conference far outweighed those realized in
the Patriot League. HC should have joined the B.E. in 1979.

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APPENDICES
APPENDIX A
ACADEMIC COMPARISON: HOLY CROSS v. BIG EAST SCHOOLS
Source: Big Future. College Board (2013). Find colleges, advice and more. Available online
at https://bigfuture.collegeboard.org/
APPENDIX B
FINANCIAL COMPARISON: HOLY CROSS v. BIG EAST CONFERECE
Source: Equity in Athletics Disclosure Act (EADA). U.S. Department of Education,
Office of Athletics. (2012). Available at http://ope.ed.gov/athletics/index.aspx
Schools Forbes Ranking Student Faculty Ratio Fr-So Retention Acceptance Rate SAT Range
Boston College 26 14:01 95% 29% 620-740
Georgetown 38 11:01 96% 17% 650-750
Holy Cross 41 10:01 95% 34% 600-700
Villanova 83 12:01 94% 46% 590-710
St. John's 151 17:01 76% 53% 480-620
Syracuse 154 16:01 92% 51% 510-650
Providence 182 12:01 90% 61% 520-640
Connecticut 205 18:01 92% 47% 550-670
Seton Hall 454 13:01 84% 84% 490-610
Organization
Basketball
Head Coach
Salary Expenses Revenues Total Profit/Loss
Holy Cross $81,327 $1,611,702 $1,611,702 $0
Villanova $332,101 $6,398,678 $7,778,256 +$1,379,578
Big East (Ave.) $458,198 $6,002,469 $9,587,152 +$3,584,683

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APPENDIX C
PERSONAL COMMUNICATION WITH DR. VICTOR MATHESON,
PROFESSOR OF ECONOMICS AT HOLY CROSS
Thursday, March 21st, 2013 at 2:22 pm (EST) email to Professor Victor Matheson:
Hi Professor Matheson,
My name is Christopher Kidd; I attend Western Carolina University and am a senior. I, along
with three colleagues, am attending a research conference at Chapel Hill, NC called the CSRI in
the middle of April. Our research prompt that has been given to us is, "Should Holy Cross have
made the move to the Big East in 1979." When the opportunity presented itself, I noticed that in
2003, you and another professor from Lake Forest College wrote a research article on the
economic impact of the NCAA tournament. After reviewing the document, I thought I would
attempt to contact you via e-mail, in order to perhaps get a little more insight to what research
was done to compile the article. I would definitely love to be able to use a reference from Holy
Cross College; seeing as it would show credibility and would be relevant in the sense the school
we were asked to research is Holy Cross. I know this is probably is not an e-mail you receive
very often, but if you could give a little bit of time, my group and I would greatly appreciate
it. Thank you in advance for your time and consideration. The paper was incredible and has
provided amazing insight for our research paper.
Have a blessed day,
Christopher Kidd
On the same day at 2:27 pm (EST) Professsor Matheson responded:
I would be happy to talk with you about this. Interesting question. Didn't know anyone outside of
Worcester knew that Holy Cross had been invited. My office phone is 508-793-2649.
A twenty-five minute phone call to Professor Matheson included the following details:
1) How is the geographic landscape of Holy Cross? Is there room for growth, in the event Holy
Cross grew academically?
Matheson: Yes, there is plenty of room for growth. The College owns land that could easily fit
a few dorms and academic buildings. The academic classrooms are not all used, but could be
compacted tighter and used more effectively. The attendance, unlike other schools, has only
risen by 600 in 30 years.
2) What is the arena capacity of Holy Cross? Also, how would the College handle parking?
Matheson: The arena would move to a public gymnasium in Worcester, because Holy Cross

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only holds about 3,200 fans. The one in town holds 12,000. It is only about a 5 minute drive,
maximum (with traffic) to the arena. They would then handle the parking and
attendance. UCONN women's basketball played at Holy Cross last year and they played the
game in the Worcester arena, where they drew about 7,000 people. I believe that Holy Cross
would be able to draw in a larger arena, because when competitive, they sell out their league
games at 3,200 people pretty easily. The struggle would be playing DePaul on a Tuesday night,
because the alumni of Holy Cross do not live in Worcester, typically they live in larger cities like
New York or Boston. However, if a more recognizable team came, such as Syracuse, it would
draw a very nice crowd (even when the team is poor).
3) How would this then impact Holy Cross financially in their athletic department?
Matheson: Likely what would happen, D1 basketball programs typically do very well
financially, the schools would lose in other sports though. However, typically the basketball
program in a conference like the Big East would level the playing field. So it would help with
Donors and Alumni.
4) How about the tension between the town and the college?
Matheson: The city is very blue-collar; "there is definite town conflict between the two." Or
“there is definite town conflict”. Typically the people of the town and the Alumni aren't of the
same demographics, due to the culture class. HC being this esteemed and highly recognizable
institution, and the town having hard working blue-collar individuals, creates this "education
gap" between the two.
5) Elaborate on the impact of Father Brooks in regards to Holy Cross’s athletic program?
Matheson: Father Brooks was much more keen on the social and political aspect of the
institution, rather than athletics. However, his main principle was that he didn’t believe athletes
shouldn’t be given a scholarship. His premise was due to the fact that he felt like if one got a
scholarship, they all should, because the academic students would be paying huge tuition to the
school, but if they allowed athletic scholarships, the student-athletes would be getting a free ride.
To Brooks this was un-fair because the academic students were just as viable for getting a
scholarship as the athletes. The other big thing about joining the Big 6 conferences would be
that HC has a very low attendance in comparison to those schools. Also since HC is strictly
undergrad, it is likely they would have to start up graduate school programs.
Thursday March 28th, 2013 at 11:43 am, email to Professor Matheson asking two financial
questions:
1) How much are student fees at Holy Cross, fees that go directly toward the athletics program?
2) Would transitioning to Big-time college athletics result in a decreased student athletics fee,
due to earning more revenue from sports like basketball?
Matheson: At Holy Cross, the athletic department is funded by a transfer from general college

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funds not a specific student fee. We currently generate about $2 million per year in revenue
from ticket sales, conference and NCAA distributions, alumni contributions, concessions, and
advertising. (This is sometimes referred to as "generated revenue" to differentiate it from student
fees and direct governmental or institutional support which serves only as an accounting measure
to balance the books.) Before financial aid we spend maybe $7 million (although it is hard to
exactly figure out how you allocate building expense in the numbers). This implies a subsidy
from general college funds, which are financed 80% by student tuition, of roughly $1,800 per
student. Moving to a higher conference is likely to increase revenues but it will also increase
expenses for travel, coaching, etc., and since going Big East means all of your teams going Big
East, these increased expenses are experienced throughout the entire athletic program. In general,
teams in the "big six" BCS conferences have expenses that exceed generated revenues by $2.5
million while teams outside the BSC conferences have expenses that exceed generated revenues
by $7.5 million (using 2004 data that I have access to). Thus, BCS schools tend to have lower
losses from athletics than non-BCS schools. Whether this would apply to Holy Cross in
particular, however, is not clear.