Ariel Li Email and Phone Number

• Scaled up Engineering Program Management team by 200% and mentored new Associate EPMs; worked directly with the SVP of Engineering to establish EPM org presence across the company • Transitioned Scrum Master responsibilities to EPM department; conducted two daily scrums with ~25 Engineers and led biweekly sprint planning meetings with Engineering and Product leadership• Collaborated with CX teams to improve customer bug escalation process to better utilize existing Jira and Zendesk tools• Drove continuous process improvement, scalability, and organizational efficiency of internal project management processes across Engineering, QA, Product, Design, and Technical Support disciplines

• Founding EPM tasked with overseeing product launches, building EPM discipline, and developing new Engineering processes to improve software development workflows• Implemented the Project Tracking Dashboard (PTD) to strengthen software development feedback loop between Engineering and Product to increase interdepartmental transparency and facilitate more effective planning for future product launches; achieved complete adoption of PTD as the sole source of truth from Engineering and Product leadership

Responsible for developing and embedding best practises in our TPM standard operating procedures; collaborated with Engineering stakeholders to instill a culture of project management excellence through deliverables including: • Inaugural TPM of Tesla's EPC department; helped expand EPM team by 267% • Consolidated key manufacturing processes to close information gaps across TPMs and regulating authorities; supported business-critical developments and future Gigafactory expansion plans • Standardized TCO funding request procedures for multi-million dollar CapEx approvals; worked directly alongside the Director of Engineering to spearhead department-wide transformation and reduced turnaround time by 8+ hours• Championed JIRA as the sole action tracking tool across entire EPC discipline and scaled up user engagement by 325% through facilitating regular user training sessions

Our team was retained to provide project management, risk analysis, and financial advisory services for a major Canadian consumer goods retailer. I worked directly alongside the client VP of Engineering and VP of Construction on the following deliverables: • Issued weekly project delivery status reports for construction of a $660M processing plant to track critical success indicators• Automated subcontractor management tracking tool to oversee and document 50+ project control work packages• Supported UI optimization using data mapping macros as part of department-wide process improvement initiative; reduced information and document redundancies by 67%• Reviewed over 1000 vendor bid packages and general contractor specifications to ensure procurement compliance• Facilitated three automation and controls process integration workshops to align on appropriate manufacturing execution system (MES) strategy

SMA Consulting provides management consulting services to large infrastructure construction projects. As Junior Project Analyst/Engineer, I contributed a wide scope of work to support major capital projects:• Developed custom XML-based workflow directory for data auto-generation pilot and coached team through implementation; streamlined project workflow and reduced data collection redundancies by 92%• Identified risk mitigation opportunities and quantified overall effectiveness in client’s risk reduction decision-making on Edmonton’s LRT expansion projects• Advised on financial viability and cost contingency estimation of $200M capital projects using Monte Carlo simulations

• Spearheaded major office and field reliability initiative aimed to mitigate well failures and facilitate effective planning for future jobs with projected annual savings of $3M• Developed post-operations After Action Review dashboard using MS Excel VBA to quantify success of engineering decision-making and support future multi-variate well failure analysis; captured key performance data and delivered suitable cost-saving strategy to decrease costs by ~57% per workover• Implemented new coding module in the Wells discipline reporting software to track Out of Scope operations and perform cost analysis of Non-Productive Time• Collaborated with a 7-member multidisciplinary team to author and amend Canada’s first bridging document