Manage Google’s quality assessment of its new open source AMP framework. Encompassing review of 1000 articles per week by dedicated team members and cross team collaboration on finding trends and root cause analysis.OPERATIONS MANAGEMENT — resource management … providing consistency for baseline evaluation• Administered the review of 1000 articles per week by more than 300 publishers to observe and report error trends to project engineers for resolution.• Conceived of error capture method, metric reporting and archive framework to manage large amounts of data and establish long term trend information.• Devised processes for review that are flexible, easily repeatable and efficient for a small team of agents to execute and consistently meet established goals. • Encourage and supervise ad hoc evaluations of errors from consumers, stakeholders and Google supported publishers to address any newly discovered issues. TEAM LEADERSHIP — coordinate staff … project flexibility for max impact• Supervise content review team addressing HR concerns, process questions and all coaching/education requirements. • Lead team meetings and serve as the subject matter expert for stakeholders and management. • Assist parallel teams in comparing data, determining root cause for errors and adjusting the process for optimal capture of data and ultimate communication with publisher partners.

Managed Google’s high-volume media magazine publishing operation, requiring oversight of multi-geography teams and third-party players to efficiently digitize and distribute 250+ magazine issues every week.OPERATIONS MANAGEMENT — managing workflow … keeping things moving• Oversee the conversion, localization, reformatting, upload, and review of 12,000 – 14,000 digitized magazine issues per year on behalf of 234 publishers putting out 500+ total magazines.• Document and rationalize business processes, eliminating redundant and obsolete procedures to position Google for a phased RIF from 10 long-term contractors down to 6.• Integrate QA workflow into MCOT scheduling and file transfer system to enable more efficient tracking of US and India teams in processing weekly/monthly/annual/biannual magazines.• Troubleshoot translation and syntax issues on Russian, French, German, Portuguese, Korean, Spanish (Mexico, Spain), and English (UK, US) deliverables.• Conduct ad hoc cost-benefit analyses of quality issues with consideration of deadlines and fees.TEAM LEADERSHIP — aligning efforts … solidifying commitment• Supervise 2 content administrators and 3 local QA staff plus 15 additional offshore QA personnel running on a 24-hour operation out of India.• Direct the efforts of 3 separate offshore vendors, each with 10+ staff, to execute conversion from repub format to PDF. Conduct frequent quality reviews and oversee localization.• Lead teambuilding offsites and develop internal career development plans for Mountain View group while staging weekly “meetings” with India team to keep engagement high.

Analyzed and leveraged "big data" pulled from 1.5M FasTrak customers. Earned promotion to manage 11 Inventory and Payment Processing staff with added supervision of 8 QA specialists.OPERATIONS IMPROVEMENTS - establishing order . managing the change processMeticulously reviewed 100s of 1,000s of transactions on behalf of Bay Area Toll Authority and Golden Gate Bridge to identify volume, usage, and violation trends to drive decision-making around lane restructuring, video tolling, and revenue recovery strategy.Increased receivables processing accuracy across the board from 80% to an unwavering 97%-99%, through heavily researched improvements, staff retraining, and careful oversight.Upgraded, rewrote, and replaced outdated/inefficient policies and procedures, plus ensured careful documentation of all new processes for compliance purposes.Conceptualized and implemented 6 system and template changes to batch processing model, impacting 90+ staff across Mail Center, Processing, Call Center, and Escalation.TEAM LEADERSHIP - building accountability . driving up qualityDelivered classroom trainings and 1-on-1 mentoring sessions for direct reports and junior staff members, to complement self-directed online learning.Established regular monthly meetings to identify and address break-downs in inter-departmental communication and compliance with policies, preventing costly mistakes down the road.Devised team incentive awards and introduced an inclusive management model, proven to build commitment and efficacy in the face of hiring freezes and high turnover elsewhere.

Challenged with implementing and enforcing trade processing, exchange trading, and over-the-counter trading compliance policies for a 30-broker division that had been running without oversight for 4-6 months.OPERATIONS CONTROL - tightening procedures . raising credibilityChampioned an audit response plan to resolve 49 of 50 audit comments within an 8-month period, boosting overall internal audit standing by 96%.Achieved a record-low client-service document rejection rate at <5%, well below the branch standard of 11% and over 3X lower than the industry standard of 18%.Forged alliances with regulatory auditors, plus fielded ad-hoc queries from management.EMPLOYEE RELATIONS - earning buy-in . changing behaviorWon 100% compliance from brokers on policies linked to trade capture and maintenance, settlement and reconciliation, documentation, collateral management, corrections, and reporting.Served as an escalation point to dotted line staff to ameliorate hyper-sensitive client issues, often teaming up with senior management on complex, mission-critical challenges.

While completing degree, assisted a small insurance and financial services firm in formalizing operations, from analyzing client accounts to implementing systems and procedures and upgrading technologies.OPERATIONS IMPROVEMENT - streamlining processes . bolstering growthTransitioned from paper-based filing to electronic client management system housing carefully indexed and highly searchable data for 400+ clients.Took the initiative to learn HTML and build a company website, cutting out hours in the day in customer service correspondence and promoting the company brand.Mastered quoting software in order to prepare paperwork while brokers were still in the field, cutting out laborious (and unnecessary) post-meeting email exchanges.Project-managed major office expansion and relocation project in response to rapid growth.

Became the youngest department manager in the company's history, having been promoted out of a high school internship to eventually manage 7 program coordinators of the internal university system.OPERATIONS IMPROVEMENT - redesigning systems . furthering productivityContributed to the restructuring and standardization of the Corporate University (CorpU), expanding capacity to over 30,000 transactions per quarter, while dropping expenses 15%. Boosted call center productivity to 100 out-bound calls per week to coincide with CorpU launch.Reduced quarterly reporting time from 5 days to 2 days by instituting methods to carefully track daily/weekly/monthly classroom activity, expenses, and revenues.Conducted needs analysis for, installed, and developed standard procedures around 30 workstations, as well as the central satellite and video conferencing system.Decreased processing time of Department Utilization Report from 1 month to 1 week.INTERNAL ALLIANCE BUILDING - building bridges . winning program support Forged relationships with 30+ corporate university deans and training and development coordinators to facilitate buy-in and integration of ongoing training initiatives.Received a Company Excellence Award for (internal) Customer Service efforts.