On the Central Pricing Analytics team responsible for BAU and ad hoc business analytics related to all matters pricing within a retail context. I was responsible for rebuilding Pricing data infrastructure in the form of ETLs and Tableau reporting products.● Reduced weekly CEO-facing business review doc from 5 people taking 2.5 days to put numbers together down to one person taking 4 hours, complete with category narratives and product-level anecdotes. Used proficiency in SQL/Tableau/Excel to cut resource cost of WBR while providing incremental value in the form of meaningful insights that stakeholders can copy/paste into category WBRs that support price strategy pivots where necessary.● Developed 1st automated pricing defect detection tool, finding 6000 defects in 1st 3 months. Created ETL and Tableau front end based on pricing heuristics to systemically detect potential defects. After these are flagged, subsequent manual audits would take place to confirm defects across 24 definitions with regular reviews to plug holes in the pricing process to prevent reoccurrence.● Owned and executed $ entitlement to MAP reporting, on which strategies were defined to drive incremental $1MM RMM weekly. Oversaw reporting product ideation, in partnership with finance and category colleagues, and personally executed the vision to showcase the driving force pushing prices down below MAP (minimum advertised price) and make relevant strategies accessible to stakeholders at all levels.

On the Revenue Strategy team responsible for global inbound sales strategy and customer retention efforts by serving as the go-between for marketing and operations resulting in ideal execution of strategy and prioritization of objectives.• Pioneered Amex’s first US Consumer/Commercial digital retention pilots. The result was a customer experience success based on serving them in their preferred channel (versus phone referral) while also consistently outperforming phone-based retention populations across customer/business metrics.• Uncovered and led the strategy for reducing top customer attrition outside retention channels. Partnering with multiple teams, the result was a 2000 bps reduction in leaked customers. Without increasing performance, there was a 33% increase in customers saved for the US consumer retention workstream.• Redesigned and iterated through the routing design for US market consumer call centers post COVID to support the rebuilding of inbound sales.• Own the end to end global inbound sales reporting and forecasting which goes to senior leaders within Amex

Lead analyst for American Express Value Generation COE. Main responsibilities include maintaining the relationship with an MIS team, CBAs, revenue forecasting, and reporting using Excel/SQL/Tableau.• Pioneering IVR routing reporting allowed us to automatically produce an analysis to improve how efficiently we route 3M calls per month to various US employee groups as determined by VOCM Metrics, employee testimony, and incremental revenue.• Defined the method by which we move and size employee populations based on call volumes, performance, and operational nuances that serve as the basis for a wide gamut of other team initiatives. • Pioneering population tracking which allows us to analyze and improve assimilation, training ROI, and other downstream impacts affecting employees.• Offer Cannibalization which is a suite of KPIs to analyze and improve employee opportunity, preference, and conversions based on population attributes. This allows for the prioritization of training funds/strategy toward items with the largest opportunity.• Own a relationship with an MIS team and maintaining a backlog of work items for them based on leadership/defect priority. There was segmentation where they maintained databases and provided high-level tools where I taught them the business use case for new builds to optimize innovation and user experience. I took their high-level tools to build niche analyses in an agile fashion while sharing best practices.

Responsible for overseeing all aspects of product development (requesting funding, assisting in sizing, quality control, post-production support, UI/UX innovation, compliance adherence, etc) for a Web portal used by CCP's servicing program administrators on our corporate products. • Complete ownership of grooming, testing, training and defect management of a capability within a client servicing portal. This required leading a scrum team, partnering with operational/training/compliance partners, and keeping management abreast of changes in regular intervals.• Increase the analytical capacity of our team with Tableau reporting, which allows us to make better evidence-based decisions in order to help with build prioritization. This also enabled me to be the lead consultant for the team on the pending Tableau integration as an analytical tool for an audience not familiar with the product.• Launch a failed product to production environment while it was defunded and overseeing operational release over the course of 1.5 years by leveraging warranty periods on historic builds.• Responsible for marketing products to potential clients to attract funding in exchange for extending the benefits of products to their specifications. This activity resulted in ~$500k in investment throughout 2017.

In an inbound call environment, fulfilled once in a lifetime dining, events, and travel/tour requests for Premium Card Members on a newly created team.• Created pilot programs to improve the structure of our unit by expediting resolutions while increasing VOCM results. One of the ways to do this was a dining database with tags for relevant attributes to expedite our ability to find accurate and interesting information to fulfill restaurant suggestion requests. Another was segmenting the team into those who take in requests and having a back-office team that worked on extended/specialized cases.• Partnered with the wider travel organization in a monthly forum to discuss trends and opportunities stemming from concierge requests in order to help management prioritize training and capability funding.

I had the opportunity to maintain accounts for premium cardmembers. This requires expertise to the highest degree as most card holders are business owners/decision makers and versed with anything surrounding financial matters.My crowning achievement here was the participation in the mentoring of eight new hire classes who would go on to represent the best customer service brand in the world. I was also honored to participate in many focus groups in order to refine ideas both prior to and during implementation.

Relieving the concerns of card members while keeping them up to date with relevant information and products that best fit their lifestyle.Crowning achievement while in the role was scoring a 1:1 on annual employee evaluation. This signifies not only being a top tier performer in terms of metrics, but also a demonstrated leadership ability and participation in activities outside the scope of current role.

Supervise Player's Club Reps. Execute casino promotions. Initiate and continue professional relationships with casino guests. Seek ways to improve marketing campaigns and give feedback from current campaigns to management.-Creating an employee incentive program that required no monetary investment. Rewards such as leftover promotional items and tailored schedules helped reduce information input errors to less than 3% and increased perfect monthly attendance from subordinates by 40% of total staff.-Elevated the customer experience by creating an unofficial semiformal dress code for supervisors ton the weekend. This was done not by mandate but by leading by example and showcasing the difference in interactions with customers both internal and external.