Data Scientist on the O365 Consumer data science team in support of marketing and engineering initiatives. I consult with product and marketing teams to understand business problems and then leverage advance statistics and machine learning algorithms to solve those problems and create additional business value.- Leveraged SQL, Spark, R, and Python to build a machine learning framework to identify engaged users and create a metric which the business could use to drive additional business value.- Built and piloted a distributed Spark platform to enable and end-to-end data science pipeline from data procurement, exploration, feature engineering, modeling, production scoring and automation.

Started at Microsoft as a level 61 data analyst in February 2016. In August 2017, after successfully launching the Office 365 free services and user-centric centers of excellence, was promoted to a level 62 data analyst.• Leveraged petabyte-scale data to discover deep, actionable insights about Office 365 free services customers (Outlook.com, Outlook Mobile, OneDrive, Office Online, Office Mobile and Skype); created a center of excellence for free services analytics.• Built a de-duplicated user-centric view of our customers across free products; drove analytic focus from product-centric to user-centric enabling deep understanding of our users within the entire free services ecosystem.• Developed machine learning models using R, AzureML and SPSS to identify key churn and retention drivers; enabled statistically significant predictors of future churn and retention.• Created PowerBI and PowerPivot dashboards to surface funnel and health metrics to senior leadership; reduced overhead associated with monthly business review prep and enabled self-service BI.• Cultivated and maintained deep relationships with key marketing, engineering and finance stakeholders; kept a pulse on the business and ensured data-driven decision making via our insights and deep understanding of product telemetry.• Led team of two vendors and automated standard reports for monthly business reviews with senior leadership; significantly reduced overhead necessary for producing standard reports.

While managing the Application Support, Reporting, and Analytics department, promoted to build a team in Corporate Compliance focused on data management within the Banking Secrecy Act / Anti-Money Laundering (BSA/AML) domain.• Partnered with the Data Governance Office to create and implement a framework for identifying critical data elements within the BSA/AML domain.• Led the effort to document the metadata and lineage for all enterprise-critical data elements within the BSA/AML model; identified a gap between data in source systems and data in the BSA/AML scoring model, avoiding a potential MRIA or federal audit finding.• Represented BSA/AML as subject matter expert on several key enterprise wide data initiatives.

Promoted to manage the Application Support, Reporting, and Analytics department in Banking Services. Provided direct oversight of 13 – 15 senior analysts organized into five teams: BlackKnight Financial Services Support, Enterprise Reconciliation Support, Retail Servicing Reporting, Commercial Servicing Reporting, and Treasury Operations Support. Operational Management / Team Leadership• Managed the Application Support, Reporting, and Analytics department, including direct supervision of 13 – 15 senior analysts. • Maintained full responsibility for budgeting, planning, and forecasting, vendor management, change management, performance management, capacity planning, issues escalation, and internal client relationships.• Facilitated weekly staff meetings to share information, respond to issues, and foster employee engagement.• Served as escalation point for production issues related to the many applications my team supported.• Coached individual team members to support their growth and career development; resulted in four staff promotions.• Fostered cross training to enhance team member’s knowledge and build bench strength; ensured proper coverage during high volume periods and allowed staff reallocation during lower volume periods.Process Improvement / Project Management• Developed and executed a plan to reduce Passport query charges, resulting in a savings of over $80K per year.• Led multiple enterprise reconciliation projects to streamline and automate manual reconciliation processes across the division; resulted in a $200K annual save and a significant decrease in risk exposure for the bank.• Coordinated the Windows XP to Windows 7 conversion for Banking Services, ensuring that all divisional applications were tested, packaged, and ready for distribution within the Windows 7 environment and that all staff members’ hardware was seamlessly converted to Windows 7.

Entered M&T Bank as a business analyst in June 2010. In January 2012, after completing several bank wide initiatives, was promoted to a senior business analyst, gaining increased responsibility and leadership opportunities in the Network Computing Services department. Wilmington Trust Convergence:• Partnered with messaging engineers and the Wilmington Trust business lines to identify key bottlenecks to the migration from Microsoft Exchange 2003 to 2010; identified dependencies on 22,000 public folders, more than 2,200 distribution lists, TLS whitelists, and shared mailboxes.• Collaborated with the Wilmington Trust packaging team to design and unit test a new Office 2010 package for Wilmington Trust images; enabled automated Office 2010 deployments to all Wilmington Trust locations via Microsoft SCCM. Novell GroupWise to Microsoft Exchange (G2E):• Appointed as the change manager of mobile services during the conversion from Novell GroupWise to Microsoft Exchange (G2E); interacted with hundreds of users to explain the conversion and aid in their transition to the BlackBerry environment.• Led a team of messaging engineers to implement an “impossible” (according to RIM) BlackBerry migration from Novell GroupWise to Microsoft Exchange; simultaneously migrated more than 2,000 BlackBerrys to the new Microsoft Exchange environment with no significant outages.• Mentored and continuously developed a team of interns to provide BlackBerry support to over 2,000 BlackBerry users post-G2E; the interns exhibited a level of dedication and professionalism that would not have been possible without my leadership.Microsoft Office 2007 to Microsoft Office 2010 Upgrade:• Managed the strategic design, development, and implementation of Microsoft Office 2010 at the Bank; upgraded over 16,000 users’ devices in less than one month.

Served as a Summer Executive Associate during the summer of 2009. Developed the 2010 Capital Plan and implemented a streamlined capital budgeting website. 2010 Capital Budgeting Process:• Spearheaded the development of a capital budgeting intranet website; enhanced workflows and provided a means to access capital budgeting information from a centralized location.• Led weekly meetings with finance and technology managers to help create the 2010 Capital Budget Plan; completed the plan in half the time than previous year.

Worked as a Reporting Analyst in the Investor Reporting department, and after quickly automating several processes was promoted to a Systems Analyst I and focused on the automation of internal mortgage servicing processes. Promoted to a Systems Analyst II and gained responsibility for several more mortgage servicing automation processes. • Led a six-person development team to launch a new invoice processing platform; saved Litton more than $160K per year.• Enhanced cash management workflows; created a more efficient process and increased workflow distribution speed by more than 500%.• Evaluated loan removal methods and procedures; improved operational efficiency and increased volume by 200%.• Partnered with systems analysts to identify and eliminate bottlenecks in the loan modification process; increased volume by 300% per month. • Trained staff to increase database performance; saved Litton over $100K annually.• Educated four colleagues in a new programming technology; resulted in the development of three new workflow applications and saved Litton $85K per year.• Designed and implemented a new investor reporting application; decreased monthly investor setup time by 99% and saved Litton over $120K per year.• Pioneered a new solution for submitting banking wires; eliminated the manual wire approval process and reduced approval time by 95%.• Automated the process of reporting mortgage backed security triggers; resulted in faster trigger identification and saved Litton over $60K annually.