Accountable for Engineering Lab portfolio management in support of Meta’s goals to enable the metaverse and expand AI capabilities.- Supported a team of 6 TIPMs and 11 contractors in the development and implementation of a support model for company-wide lab needs.- Enabled device testing of ~5000 RL devices 7 months ahead of schedule and $8.22 million under budget- Increased lab network deployment throughput 4.8x YoY and increased network reliability from 80% to >99% through improved operations management and implementation of PM framework- Co-lead development of business proposal to CTO for future of Infra support of RL after company-wide layoffs removed support entirely; aligned expectations on lab support across Enterprise, RL, and Infra orgs for the first time.- Defined lab support functions offered by all teams across Infra, including foundational lab support and custom support of high-priority, high scale customers.- Defined and proposed cross-org funding model approved by CFO.

Accountable for scaling DC Network Delivery portfolio management in support of Meta’s goals to triple data center capacity delivered annually.- Supported a team of 6 TIPMs and 15 contractors with a rapidly growing portfolio (currently ~400 projects/half).- Increased team capacity by 65% YoY through the definition and implementation of a long-term maturation strategy.- Decreased total headcount required by 30% over 5 years, and FTE headcount by over 70%, through defining business processes, identifing pain points, and implementing procedural and/or automation improvements, allowing PMs to outsource or automate significant portions of work. - Expanded PM support model to 3 additional partner teams by using data and proven results to persuade reticent partners.

Redefined the vision of the optical operations program during its maturation phase, scaling impact through automation and strategy.- Led the effort to expand team scope globally from North America, consolidating ‘network operations’ from 3 teams across 2 companies to a single team operating under ENS. Analyzed existing team’s processes, identified gaps in process and tooling, and addressed with cross-functional teams to ensure a seamless transition.- Partnered closely with XFN tooling teams in order to define and prioritize automation efforts that led to a 139% increase in operational efficiency and 66% decrease in ‘time to resolve’ issues over a 5-month period.- Defined a business intelligence strategy for the org as a whole, prioritizing actionable insight and gaining buy-in across 4 disparate verticals to standardize how the business analyzes network and operational performance.

Developed and managed multiple programs relating to vendor field services and data assurance for Facebook’s edge network infrastructure.- Identified the need for, designed, and implemented a dedicated Data Assurance Program in order to increase the efficiency of tooling and automation efforts throughout the department.- Led tooling-focused efficiency efforts to reduce headcount requirements for multiple programs resulting in an approximate 80% headcount reduction over 6 months.

Managed projects related to the deployment, operations, and decommissioning of Facebook’s edge network infrastructure.- Led the overhaul of QA/QC program for remote locations. Defined scope of work and cross functional processes, and initiated tooling efforts that led to savings of 5500 manhours per half. - Introduced risk assessment metrics to report on the relative health of each site and measure the effectiveness of the program in mitigating risks.- Led data strategy efforts to redefine and restructure data collected, maintained, and consumed by ENS Operations.

Managed a team of 12 employees responsible for the completion of all administrative actions necessary for the fulfillment of both company training requirements and customer support requirements. Directed the Carrier Qualification Program (CQP) for the training and development of approximately 400 employees across 8 branches. Identified inefficiencies in three separate operations processes; led the redevelopment of each process, resulting significant decrease in time required to complete each.

Directly supervised 26 air crewmen in preparation for and execution of over 100 logistics missions, resulting in the safe and successful completion of each. Oversaw Crew-Resource Management program on daily basis during flight preparation and execution, resulting in over 350 hours without mishap. Qualified as Pilot in Command and/or Copilot in five different aircraft, including single and multi-engine, fixed-wing, rotorcraft and tilt-rotor aircraft.

Managed the training and development program for over 120 employees across 12 different curriculums, ensuring in the company’s successful qualification for international operations. Allocated $1.25 Billion in assets and over 90 employees on a daily basis to efficiently execute a flying program resulting in 3,500+ hour annual output.

Directed the Physical Development Program (PDP) for over 150 officers at NAS Pensacola. Created training plans, monitored performance through data collection, reviewed progress, and adjusted training plans to ensure employees received top reviews on bi-annual evaluations. Simultaneously managed Marine Corps Martial Arts Program (MCMAP). Qualified as MCMAP instructor and Combat Conditioning instructor. Served as fitness and nutrition instructor/trainer for over 200 future military officers at the USNA during indoctrination.