Carl Patten II shares work on youth cybersecurity education and workforce pathways in Atlanta, including hands-on camps built with Boys & Girls Clubs of Metro Atlanta and Georgia State University.
Carl Patten II is useful for grounded details on youth cybersecurity camps, access steps, partners and measured participation in Atlanta.
Best for
Youth workforce nonprofits, schools or Atlanta tech employers planning local cybersecurity pathway programs.
Not for
Commercial cybersecurity firms seeking paid endorsements, buyer-focused posts, guaranteed reach or national audience targeting.
Key takeaways
Participation was free but required Club membership and summer-program enrollment, with two-step sign-up.
Five-day CyberPatriot camp had 37 youth, 22 attended all five days, about 1,410 learning hours.
Camp hosted by Georgia State University; first day had 35 of 40 registered teens.
Check first: Confirm their role, availability, commercial terms and verified LinkedIn audience data before contacting them.
Main ideas
Build a pathway, not a one-off camp · Make access practical and local · Show reach and participation with numbers
Audience
6,773 LinkedIn followers · 35 of 40 registered (88%); grades 6-12; average age 14; five Club communities represented First-day attendance at the June cybersecurity camp
Carl Patten II shares Boys & Girls Clubs of Metro Atlanta’s youth cybersecurity work in Atlanta, including camps hosted with Georgia State University.
The posts show the program from enrollment through results: who can take part, how participants reach hands-on learning, and what attendance and learning hours looked like.
They connect that work to a broader goal of building pathways from youth programs into technology careers.
The posts pair a clear access story with specific operating and outcome details.
Before camp, Carl explains that participation is free but requires Club membership and summer-program enrollment, with separate steps to join and register interest.
Afterward, the results account reports attendance across the week, about 1,410 hours of hands-on learning, and who the program reached.
The day-one post also links the camp to Clayton County and a planned mobile Club there.
This offers a grounded view of how a local youth cybersecurity pathway is organized and measured—not just a general case for STEM education.
Carl Patten II frames youth cybersecurity education as a connected route from first exposure to college and professional work.
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In three posts about a Boys & Girls Clubs of Metro Atlanta camp at Georgia State University, the recurring priorities are practical access, local partnerships, and tracking who takes part and stays engaged.
Build a pathway, not a one-off camp
Patten presents the cybersecurity camp as an early step on a longer path connecting Club members with college opportunities and experienced professionals.
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The partnership brings a community organization’s reach to a university setting, with a role model who was once a Club member.
In the camp announcement, Patten highlights Georgia State CISO Whitfield Samuel, a former Club member who wanted to give back. A later results post says 37 campers, all new to CyberPatriot, took part in the five-day camp.
For Patten, access means more than offering instruction: families need a clear way to join, and programs should reach communities where opportunity and resources are unevenly distributed.
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They connect the camp to Boys & Girls Clubs of Metro Atlanta’s broader work in Clayton County and communities south of I-20.
The recruitment post says the camp and teen membership are free and outlines two steps: join a Club and register interest. A Day 1 post says most participants came from south of I-20, especially Clayton County, and links the camp to a mobile Club planned for that area.
Patten uses attendance, persistence, learning hours, and participant demographics to make the program’s reach visible.
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The figures describe participation and exposure; they do not, by themselves, establish long-term learning or career outcomes.
The five-day results post reports that 22 of 37 campers attended all five days, 36 attended at least two, and participants completed about 1,410 hours of hands-on technology learning. It also reports that 41% of campers were girls.
The posts track enrollment, a Day 1 attendance snapshot, and participation across the five-day camp.
This is the clearest single post for understanding the pipeline program: where it runs, who shows up and who is counted.
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Start here to assess whether Carl Patten II runs real programs, not just talks about them.
Carl Patten II reports the opening day of a cybersecurity camp run by Boys & Girls Clubs of Metro Atlanta at Georgia State University's J.
Mack Robinson College of Business.
The post gives exact figures: 40 members registered, 35 attended on day one (88%), five Club communities represented, grades 6 through 12, average age 14, youngest 10 and oldest 18, split 45% middle school and 55% high school.
Most participants came from communities south of I-20, largely Clayton County.
Patten connects the camp to a BGCMA mobile Club launching in Clayton County that August, framing digital literacy, mobile programming and cybersecurity as one linked investment.
Whitfield Samuel at Georgia State, described as a former Club member who wanted to give back, is credited with helping make the partnership possible; Brandon Farmer is credited with recruiting members internally; Patten's spouse, Karen Young Patten, chaperoned.
For brands planning a campaign
The post documents a working delivery model a partner could copy or fund: a university host, nonprofit recruitment and transportation, targeted at a specific underserved geography rather than a general youth audience. It also shows how the operator names individual partners and their roles, useful when judging whether a collaboration would be publicly credited or absorbed into an institutional thank-you.
This post answers a funder or program designer's next question: did it work, and how would we know?
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It is the most quantitative of the three and shows how outcomes are measured.
A results post for the first BGCMA CyberPatriot Standard Camp, five days at Georgia State University with 37 members.
Carl Patten II says every camper was new to CyberPatriot, then lists retention and reach: 22 campers attended all five days, 36 attended at least two, day-one attendance 95%, weekly average 82%, five Club communities represented and roughly 1,410 hours of hands-on technology learning completed.
Demographic context: the five participating Clubs serve about 1,500 young people, 97% of those youth come from underrepresented minority communities, 88% qualify for need-based support, 41% of camp participants were girls and 4% came from military families.
Participants ranged from age 10 to 18, and many came from Clayton County and communities south of I-20.
The post frames the week as early exposure, digital literacy, workforce readiness and economic mobility, not just a camp.
For brands planning a campaign
This post offers a ready-made measurement frame: retention across days, total learning hours, community reach and the share of girls entering a field where women remain underrepresented.
A nonprofit or sponsor launching a similar program could adopt these metrics directly.
Anyone evaluating Carl Patten II's programs can ask for these concrete numbers rather than rely on assertions.
The other two posts describe what happened; this one shows the operational details behind it—cost, eligibility and the exact steps a family takes.
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Read it to understand how access is delivered, not just why it matters.
Posted one week before the camp opens, this announcement confirms 30 slots filled for the Standard Camp and lays out participation terms: the camp is free, teen membership is free, and new participants must first become Boys & Girls Clubs of Metro Atlanta members enrolled in summer programming.
It lists two steps with separate sign-up links, one to join a Club and one to register interest, and says the camp is for ages 13 to 17.
The post names the Georgia State University CISO, Whitfield Samuel, as a former Club member who wanted to give back, and credits Libby Saylor Wright along with a long list of individual and organizational supporters that includes the ISACA Atlanta Chapter.
The closing frame is pipeline building from Grade 1 through professional leadership.
For brands planning a campaign
The post shows a deliberately low-friction entry path—free programming, free membership and a two-step process—and a partner roster spanning a university, a corporate professional association chapter and named individuals. A brand joining this free program would be joining an established credit list, so the practical question is how sponsorship would be recognized.
Hands-on cybersecurity camps for middle and high school students3
University partnerships and alumni role models3
Outcome measurement through participation and demographics2
Reaching communities south of I-20 and in Clayton County2
Recruitment through clear, free access1
Hands-on cybersecurity camps for middle and high school students
Patten describes a free, week-long CyberPatriot camp at Georgia State University for Boys & Girls Clubs of Metro Atlanta members.
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The hands-on camp targets teens: the first camp served grades 6–12, with an average age of 14, while the recruitment post gives ages 13–17 for the standard camp. Posts track attendance, retention and learning hours, showing a structured introduction to cybersecurity for beginners.
Multi-day camp with hands-on labs, hosted by a university and staffed by volunteers and community partners.
For brands planning a campaign
For a brand supporting youth tech education, Patten offers a ready model: a multi-day camp hosted by a university, with a community partner recruiting participants. A brand could fund or co-run a program using this template.
Outcome measurement through participation and demographics
Patten reports specific metrics: 88% attendance on Day 1, an 82% weekly average, 22 of 37 campers attending all five days, roughly 1,410 hours of learning, 41% girls and 97% from underrepresented minority communities.
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The figures demonstrate demand and the program’s reach into underserved groups.
Reports simple quantitative metrics—percentages, counts and hours—directly in the post text.
The metrics cover one program cycle. Ask for results from multiple years to assess whether the outcomes repeat.
For brands planning a campaign
For a brand seeking to demonstrate social impact, Patten’s approach offers a practical framework for evaluating a pipeline program through attendance, retention and demographic reach.
Reaching communities south of I-20 and in Clayton County
Patten emphasizes geography and equity: most participants come from communities south of I-20, particularly Clayton County, where access to technology and transportation can shape opportunity.
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The program is linked to a new mobile Club launching in Clayton County, connecting camp participation to broader community investment.
For brands planning a campaign
For a brand focused on digital equity, Patten shows how trusted local organizations and mobile outreach can help serve specific underserved areas. It’s a concrete example of place-based programming.
Georgia State University hosts the camps, which are built on a partnership with Whitfield Samuel, a former Club kid who now serves as GSU’s CISO.
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Patten highlights internal champions such as Brandon Farmer and volunteers, framing the effort as a pathway from Club kid to college to professional.
For brands planning a campaign
A brand could replicate this partnership model by connecting a community organization with a university and alumni who can serve as role models. Patten’s posts show how a personal connection to the community can anchor a program.
Patten’s recruitment post says the camp and teen membership are free, but participants must first join a Boys & Girls Club and enroll in summer programming.
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It lays out two steps with links and specifies the age range and hands-on format of the camp.
For brands planning a campaign
For a campaign aimed at driving sign-ups, Patten’s approach—removing cost barriers and providing step-by-step instructions—offers a practical way to reduce friction in program enrollment.
Three LinkedIn posts about cybersecurity camps for metro Atlanta teens show Patten writing as part of Boys & Girls Clubs of Metro Atlanta and the camps running with Georgia State University.
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They describe a working partnership between the two organizations and name people on each side. For a clearer picture of Patten’s role, ask for their job title and start date.
Boys & Girls Clubs of Metro Atlanta
Employment
Patten writes on behalf of the Metro Atlanta Clubs, calling them “our organization” and “our mobile Club” and describing staff, buses, Club teams and chaperones as part of the work.
The camp announcement closes with the line “Great futures start with Boys & Girls Clubs of America,” naming the national organization to which the Metro Atlanta Clubs belong.
To explore Carl Patten II’s work, start with the three-post arc on the Boys & Girls Clubs of Metro Atlanta CyberPatriot camp at Georgia State University.
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The recruitment post sets out free access and enrollment steps.
The Day 1 post records attendance and the camp’s reach into Clayton County and communities south of I-20.
The five-day results post reports retention, learning hours, and participation by community and gender.
Together, the posts trace a local, partner-built pipeline from first exposure to college and cybersecurity careers.
For long-term career outcomes, ask for follow-up data.
Both treat youth work-based learning as a pipeline problem and use LinkedIn posts to argue for better outcome measures.
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Lumpkin proposes the Employer Return Hiring Rate and asks whether early employer investment brings young people back; Patten reports attendance, retention, and learning hours from a specific cybersecurity camp.
Lumpkin focuses on a national workforce metric and employer retention. Patten documents a local cyber camp and its community partnership in metro Atlanta.
Both write about workforce development through partnerships among employers, educators, and community organizations.
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Hancock describes board leadership and aerospace workforce convenings; Patten describes a university- and nonprofit-run cyber camp.
Hancock’s examples are Colorado aerospace and board-level workforce strategy. Patten’s are direct youth cybersecurity programming and participation results.
Both emphasize early career exposure and employer-led talent pipelines.
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Jackson discusses TechIndiana, INCAP, and a manufacturing workforce summit; Patten describes a hands-on cyber camp for teens.
Jackson’s frame is Indiana’s tech and manufacturing ecosystem and board advocacy. Patten’s is a specific metro Atlanta cybersecurity camp with attendance and retention data.
Carl Patten II's posts address two audiences, but only one is measured.
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Free, hands-on cybersecurity camps for Atlanta teens, run with Boys & Girls Clubs of Metro Atlanta and hosted at Georgia State University, are aimed at youth-workforce funders, nonprofit and school program staff, and Atlanta technology employers seeking pipeline partners.
Camp participants, rather than readers, are ages 10 to 18, in grades 6 to 12, and drawn largely from Clayton County and communities south of I-20.
The LinkedIn following's composition is not published.
The only size figure available is 6,773 followers, with no breakdown by location, industry, job function, or seniority.
Available participation numbers — 35 of 40 registered attending the first camp day, 37 members across the five-day CyberPatriot camp, 41% girls, 97% of youth at the five participating Clubs from underrepresented minority communities, and 88% qualifying for need-based support — describe program reach, not who reads or shares the posts.
Treat them as evidence of the pipeline program's scale and credibility, not as a picture of the audience a sponsored post would reach.
Before committing to a paid placement aimed at professional buyers, ask for recent LinkedIn audience data (location, industry, job function, seniority) or an audience survey collected through the camp partner network.
To reach youth-workforce practitioners, ask for results from previous camp-related posts, including reach, engagement, and follower growth around each announcement.
LinkedIn followers
6,773
LinkedIn profile · 2026-10-08
First-day attendance at the June cybersecurity camp
35 of 40 registered (88%); grades 6-12; average age 14; five Club communities represented
Post by Carl Patten II, 23 June 2026 · 2026-06-23
CyberPatriot standard camp participants over five days
37 members, ages 10-18; all new to CyberPatriot; 1,410 hours of hands-on learning
Post by Carl Patten II, 16 July 2026 · 2026-07-16
Girls among camp participants
41%
Post by Carl Patten II, 16 July 2026 · 2026-07-16
Youth at the five participating Clubs from underrepresented minority communities
97%; 88% qualify for need-based support; 4% from military families
Carl Patten II describes an institutional partnership from the inside: a free cybersecurity camp run by Boys & Girls Clubs of Metro Atlanta, hosted by Georgia State University.
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The posts spell out operational requirements useful for planning, though these are program requirements, not sponsorship terms.
The camp was free to participants, but teens had to join a Club and enroll in summer programming; the advertised age range was 13 to 17.
Both sides had named roles: Whitfield Samuel, Georgia State University's CISO and a former Club kid, represented the university; Brandon Farmer was the internal champion and handled transporting members; and Danielle Hall of the organization's Technology Committee supported the final day.
The posts also cite Libby Saylor Wright for leadership support.
Attendance and outcome figures were reported after the fact, not promised in advance.
The partnership was measured through participation counts, retention across the week, hours of instruction, and participants' communities.
No sponsorship or commercial partnership offer, rate card, media kit, audience specification, or brand inquiry route appears in the posts.
Buyers considering a similar partnership can use the model and measurement practice as a reference, but should ask directly about sponsorship terms.
Strong subject-matter fit for an exploratory program-design or partnership conversation, not a confirmed paid service or endorsement.
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Brief
A youth workforce nonprofit wants to design a cybersecurity pathway for teens in underserved Atlanta communities, with a university or employer partner.
Next step
Invite Carl Patten II to discuss the camp model described in the posts and clarify their role, availability, and any terms for advising or participating. Ask how they would adapt the approach to the nonprofit’s geography, age group, staffing, transportation, and resources; do not assume they offer consulting.
Why
Carl Patten II’s posts describe a concrete model: Boys & Girls Clubs of Metro Atlanta recruited members for a hands-on, five-day CyberPatriot camp hosted at Georgia State University. The posts explain partner roles, access requirements, and practical measures used: attendance, retention, learning hours, and participant reach. The reported camp included 37 young people new to CyberPatriot, with 22 attending all five days and about 1,410 hours of hands-on learning. These examples give a prospective nonprofit specifics to discuss when planning recruitment, delivery, partnerships, and evaluation. Ask whether the model and results have held across later program cycles.
When to choose a specialist
Poor fit based on what Carl Patten II’s posts cover.
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Brief
A commercial cybersecurity company wants a paid LinkedIn endorsement aimed at security buyers nationwide, with guaranteed reach, audience targeting, and a published sponsorship package.
Why
Carl Patten II’s posts focus on youth programming in metropolitan Atlanta, not product reviews or buyer-facing cybersecurity recommendations. The available follower count does not show the audience’s location, industry, job function, or seniority, and the posts publish no post-level reach data or sponsorship terms. They do not establish whether Carl accepts paid endorsements. Before proceeding, ask for verified audience data, reach figures, and commercial terms.
A worked campaign example
Angle
Build a local pathway from first exposure to continued learning: recruit through a trusted youth organization, host hands-on sessions with an education or employer partner, and make transportation and eligibility part of the plan rather than afterthoughts.
Brief
A regional technology employer wants to help a youth nonprofit pilot a beginner cybersecurity program for teens.
Example execution
Use the Georgia State University and Boys & Girls Clubs of Metro Atlanta camp as a discussion case, not as a promised or universally replicable result. In a planning session, map partner responsibilities, participant recruitment, age range, access requirements, and volunteer support. Agree in advance to track registrations, daily attendance, completion, learning hours, and participant demographics, then report what the measures do and do not show. Invite Carl Patten II to share their experience with the model described in the posts; confirm their role and any compensation directly.
For a nonprofit campaign aimed at proving long-term outcomes, Frederick Douglas Lumpkin is the stronger alternative.
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Their posts focus on whether young people who enter work-based learning return to work for the employer that first invested in them.
That lens suits a funder or employer looking beyond attendance and placement counts to durable pipeline results.
Lumpkin writes from experience working with hundreds of young people and employers, bringing a practical perspective on outcome measures and employer engagement questions.
Lumpkin’s material focuses on conceptual workforce strategy, not a documented cybersecurity curriculum or Atlanta youth program.
The posts propose an Employer Return Hiring Rate but do not show a tested measurement system.
Before hiring, ask for a cyber program design and local delivery plan, including teen instruction, university hosting, transportation, and Club-based recruitment.
For a nonprofit campaign aimed at convening employers, educators, and workforce boards around a regional talent pipeline, Peter Hancock is the stronger alternative.
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Hancock’s posts document board leadership at Arapahoe/Douglas Works! and participation in aerospace workforce conversations with employers such as Blue Origin, Boeing, and United Airlines. That experience is useful when the main challenge is building a coalition and aligning workforce investment with regional industry demand, rather than designing cybersecurity lessons.
Hancock’s documented examples focus on Colorado aerospace and workforce-board convening, not cybersecurity pathways for Atlanta teens.
The posts show event participation and board leadership, not hands-on curriculum design or outcome data from a youth cyber camp.
Before hiring, ask for cyber-specific program expertise and connections to local Atlanta youth networks.
For a nonprofit campaign focused on early career exploration and employer-led talent development across a state or regional ecosystem, Heather Jackson is the stronger alternative.
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Jackson’s posts describe board work with TechIndiana and iXplore, support for INCAP and the Build the Pipeline Summit, and a planned discussion at the Indiana Manufacturers Association Workforce Summit about career discovery, CTE, and connected pathways. Jackson is a useful comparator when the nonprofit wants to connect cybersecurity exposure to broader career exploration and employer engagement rather than run a stand-alone cyber camp.
Jackson’s documented work centers on Indiana, manufacturing, and career-connected learning, not cybersecurity camps, cyber curricula, or services for underserved Atlanta teens.
The material shows board-level advocacy and convening, not direct delivery of a teen technology program.
Before hiring, ask for a cybersecurity-specific design partner and experience recruiting in the Atlanta area.
Carl Patten II's three LinkedIn posts from 2026 cover one CyberPatriot camp cycle with Boys & Girls Clubs of Metro Atlanta and Georgia State University: the recruitment announcement, a first-day report, and a five-day results summary.
Three comparison sets of LinkedIn posts from 2025–2026 cover how other workforce-development writers handle similar topics.
The posts document one program cycle and its participation figures; they do not establish long-term outcomes for participants.
No signature book, show, or earlier career record appears in the posts here, and no job title is stated.
The posts here do not establish Carl Patten II’s wider public work.