Ray Lowstetter

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. This paper examines how moral hazard manifests in institutional settings.

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Seasoned Program Manager leading team through post-acquisition transition. Project management including one-on-ones, performance meetings, task assignments, and customer escalations. Delivering high-caliber work while expanding skills in construction industry environment.

• Team leadership and project management
• Customer escalation resolution
• Performance and task management

Hands-on Program Manager leading a team of 12. Project management tasks including one-on-ones, performance meetings, task assignments, and customer escalations. President of Bold City Swing—leading community-focused swing dancing initiative. Fostered culture of continuous improvement and team cohesion.

• Led team of 12
• Event strategy and community leadership
• Client satisfaction and team growth

Data analysis using Excel, EDI file evaluation and building, production support, and QA for Case Builds and EDI files. Client Advocate for 50+ clients. Created training materials and trained new employees on technical analysis, insurance terminology, and platforms (Selerix, bSwift, Employee Navigator).

• Data analysis and EDI
• Client advocacy (50+ clients)
• Training and documentation

Research focus: moral hazard

Published paper “The Sacred and the Profane: An Analysis of the Rhetoric in David Brower’s Campaign to save the Grand Canyon” (presented at Southern States Communication Conference, 2013). Best paper in department 2015 for “The ‘Oratorio Problem’: Christus as a Devotional Work.” Studied music and art in Italy. Tocqueville Fellow. Treasurer of Political Thought Club. Vice President of Sigma Alpha Iota.

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. This post explores how moral hazard manifests in everyday institutional settings—from insurance to organizational incentives.

Key observations

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• Incentive structures shape behavior in predictable ways
• Information asymmetry often amplifies moral hazard
• Institutional design can mitigate or exacerbate these effects

Implications for research

Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum. Future work will examine [topic placeholder] and its relationship to collective action problems.

Lorem ipsum dolor sit amet, consectetur adipiscing elit. A brief reference for approaches to studying institutional behavior and decision-making contexts.

Methodological considerations

Sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. When examining moral hazard and related phenomena, several methodological choices matter:

1. Interview design — How to structure questions that reveal incentive perceptions without leading
2. Document analysis — Policy texts and organizational records as data sources
3. Ethnographic observation — Understanding context and informal norms

Reference checklist

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Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris. Update this post as the research design evolves.