• Co-developer of an ML system submitted for a software patent.• Led the development of an end-to-end machine learning pipeline, incorporating a feature engineering pipeline to feature table, scheduled training cycles to model store, and online prediction using MLFlow, Pyspark, and Databricks. Resulted in a robust prediction service for anticipating datacenter storage drive failures.• Engineered multi-variant survival models to estimate model specific failure rate curves for data center storage drives, guiding risk management and extension of operational life strategies.• Designed, developed, and implemented a semi-automated ML forecasting pipeline for hardware right-sizing recommendations in a Kubernetes framework. This optimization aids capacity planners in maximizing data center hardware allocation for an optimal return on investment.• ERG Leader• Mentor of several junior engineers looking to advance their careers or move into ML Engineering.• Selected for 3-month ‘Tour of Duty’ rotation in the ML Platform team to expand ML tech stack development experience.• Revamped the design of the LLM Leaderboard, improving clarity and functionality.• Automated an LLM Leaderboard evaluation script in Python on KubeFlow, and added differencing functionality, allowing it to track and process models and evals based on recent changes in LLM yaml config files based in a git repository model.• Developed a statistical analysis script to perform pair wise analysis and hypothesis testing of LLM benchmarking results, providing standardized measurements of optimization improvements for LLMs running in Kubeflow on Kserve .

• Designed, developed, and deployed a cloud computing cost alerting algorithm to identify anomalous patterns in AWS spend. This algorithm combines a changepoint detection algorithm and ranking functionality within a docker container, and is deployed within an ETL pipeline using Airflow. • Designed, developed, and deployed a containerized suite of financial algorithms as a part of a financial integration engine, that integrate accounting information with datacenter infrastructure build specs and hardware utilization data to drive capacity decision making, and expose customer derived cost patterns for data science use cases.• Creator of technical design and implementation documentation for data science products.• Codeveloper of features on internal forecasting package in python.• Codeveloper of methodology for scaling demand forecasts of existing customer workloads on new server technology, for migration planning, based on calculated performance conversion ratios and historical workload performance trends.• Create and deploy Docker containers using Airflow for end to end algorithm automation.• Codeveloper of internal package used for querying and writing to Hive, and Postgres tables• Codeveloper of data science platform deployed using a Dash framework, dockerized and served on Heroku, for analyzing cloud computing infrastructure capacity utilization and growth characteristics.• Provide forecasting scenario analysis of service growth impact on public cloud transition plans.• Utilize cross organizational stakeholder engagement to drive method development for various data science use cases.• Scrum master of Horizon Cost Analytics workstream team

• Lead the development of work management strategy for newly formed Business Intelligence and Analytics organization, which includes developing operational standards for selection, prioritization , and execution of incoming BI and Data Science projects.• Develop business intelligence metrics and dashboards in Tableau to support daily supply chain operations.• Create, deploy, and manage automated SQL ETL pipelines in support of daily supply chain operation dashboards.

• Program Industrial Engineer for Kawaski Heavy Industries - Section 43 Fabrication• Reduced monthly inventory holding costs $10M+ at partner site, through the development of statistical models of on time delivery performance.• Perform production capability and capacity analysis of KHI’s value stream• Perform master schedule integration analysis of Boeing and KHI’s production schedules, capability, and capacity at each master schedule revision• Analyze and present facility, tooling, and equipment investment recommendations on the behalf of Kawaski Heavy Industries to the 787 Program Executive Leadership Rate Investment Board on a quarterly basis, in support of future production rate increases.• Saved the 787 program from $30M+ in rate investment requirements, through the use of capacity/capability analysis, identification and implementation of process improvement opportunities, and price negotiations.

• Program Industrial Engineer for Mitsubishi Heavy Industries – 787 Wing Fabrication• Analyzed and presented facility, tooling, and equipment investment recommendations on the behalf of Mitsubishi Heavy Industries to the 787 Program Executive Leadership Rate Investment Board on a quarterly basis, in support of future production rate increases.• As a core member of a rate investment team of two financial analysts, two procurement agents, and one industrial engineer assigned to Mitsubishi Heavy Industries, we eliminated over 28% ($200M+) of MHI’s baseline rate investment plan , exceeding the 787 program defined cost reduction target, through the use of capacity/capability analysis, identification and implementation of efficiency improvement opportunities, and price negotiations.• Performed production capability and capacity analysis of MHI’s value stream• Performed master schedule integration analysis of Boeing and MHI’s production schedules, capability, and capacity at each master schedule revision• Maintained constant awareness of MHI’s production health to advise program leadership of potential risks and help needed areas.• Worked weekly with MHI business planning team evaluating and analyzing planned production system investments, to validate need, and seek most cost effective solution for the program.• Assessed MHI production recovery plans for accuracy and risks• Conducted yearly MHI onsite Production Readiness Assessments.• Performed program level scenario analysis for all studies which could impact or be impacted by Mitsubishi Heavy Industries 787 wing manufacturing.• Facilitated several value stream optimization workshops, consisting of 80+ representatives from all major 787 partners.

• Develop and maintain long-term Shipping Mechanical Equipment (SME) cycling plans for all commodities to provide flight schedule integrators guidance on near-term flight scheduling and provide the largo cargo freighter operator guidance on appropriate timing of SME maintenance scheduling.• Act as point of contact for performing flight schedule impact assessments on Master Schedule driven Change Requests.• Perform flight schedule impact assessments due to factory operation, partner operation, or airport operation driven changes.• Utilized a systems thinking approach to develop a Finished Goods Inventory storage plan for Section’s 44, 46, and 30 by overlaying an integrated view of the production and transportation schedules over the cycling plan of each commodity’s SME to identify system constraints, storage tooling requirements, and phased implementation dates for required storage tooling. • Led a workshop to create the 787 Rotable Tool Control Committee, and co-led the development of the governing Boeing Process Instruction (BPI).• Co-led the business case development for a cost recovery initiative, which resulted in operational strategy changes and a net savings of $26 Million to the 787 program.• Developed a temporary storage plan for 787 wings at Everett Final Assembly, to avoid tool downtime impacts due to scheduled construction activity in the factory, and minimize the number of stored wings, while maintaining production rates at the wing manufacturer and final assembly sites, saving the program millions of dollars in potential costs, due to production stoppage, during a critical production rate ramp up period.

• Responsible for the successful planning, execution, monitoring, and control of the SME Development Program through all phases of all projects.• Led and executed all activities required to develop the Dreamlifter Operations SME Rate Readiness Plan.• Developed and maintained $100M dollar budgetary forecast for the SME development program.• 787-9 SME Inter-Organizational Product Team Meeting Lead for cross-functional project team consisting of Tool Engineering, Cargo Design and Stress, Manufacturing Engineering, FAA Airplane Representatives, Life Cycle Product Team Management, and Dreamlifter Operations Management.• Developed and maintained status report deck on a weekly basis to keep stakeholders abreast of project updates, upcoming events, plan changes, and risks.• Responsible for planning, coordinating, and facilitating the "Tooling End-User Design Input" presentations and feedback sessions for all 787 Partner sites that use our SME's (i.e. Nagoya, Japan; Foggia and Grottaglie, Italy; Charleston, NC; and Wichita, KS). • Developed Master Phasing Plan, which integrated the schedules of: SME Design Specification Development, Supplier Bidding, SME Design, Fabrication, and Certification; 747-400 LCF Modification; NextGen Loader Design/Fabrication; Mobile Tail Support Design/Fabrication for senior leadership. • Identified, monitored, and advised management on the best course of action to mitigate risks to the project. • Created recovery plans when necessary to address schedule slides.

• Managed all incoming and outgoing work transfer projects for the Manufacturing Business Unit (Tube, Duct, and Reservoir Center - TDRC).• Planned and executed all phases of incoming and outgoing work transfer activities at the TDRC, including business case development, statement of work development, production capacity/capability assessments, and the timely integration of engineering, supply chain, manufacturing engineering planning, tooling, labor resource planning, and any facility or production system changes necessary to ensure production system readiness by predetermined production cutover dates.• Responsible for increasing operational funding by more than $30 Million per year through strategic work placement within our manufacturing business unit.• Co-led Accelerated Improvement Workshops utilizing Lean Methodology, Value Stream Mapping, and Work Measurement to improve production processes, reduce inventory storage, and develop phased facility improvement and equipment move plans.• Evaluated and implemented the incorporation of new technology into production processes when necessary, to support incoming work statement.• Led inter-organizational teams consisting of Industrial Engineering, Manufacturing Engineering, Supply Chain Management, Operations Management, Quality Management, Finance, and Material Management in the implementation of work transfer activities.• Provided guidance to fellow industrial engineering peers supporting work transfer projects on required inputs such as time studies, process time standards, and historical performance data.

• Responsible for creation, release, and execution of Constraint Based Schedule / Critical Chain Project Management based production schedules for 787 Final Assembly; this entailed detail integration of baseline production, major test, and contingency plan statements of work.• Responsible for maintaining DELMIA Control Station architecture and associated Master Schedule integration.• Managed production schedule capacity resources in Aurora, a constraint based modeling software, for all Material Handling and Thermal stabilization production models; this included ensuring assembly planning models match current resource capabilities according to quarterly business plan updates.• Developed database and metrics to analyze the health of Final Assembly constraint based production models.• Analyzed production models within Aurora to determine accuracy of assembly precedence network.• Responsible for production assembly plans to facilitate material handling activities required to support transfer of shipped components into assembly positions.• Coached peers on model analysis in Aurora to drive the reduction of human error during the data input phase, to improve airplane build plan precedence.• Assisted in production schedule recovery planning and modification to existing plans to ensure timely execution of program delivery/roll-out dates.• Worked in tandem with manufacturing engineers to determine installation plan labor requirements, assembly precedence, job durations, line effectivity, and space zone requirements.• Developed precedence network analysis tool in Visual Basic to monitor accuracy of production model precedence relationships in assembly plans. Used trend analysis of the errors over time to drive training, and to reduce human error when entering precedence relationships into our constraint based modeling software (Aurora), and associated precedence library (CMAD). This analysis tool was later designed into Aurora, due to its highly valuable nature.

• Developed daily load plans, equipment cycling plans, labor resource plans, and recovery plans as necessary. • Co-Lead Accelerated Improvement Workshops to drive process improvements, process standardization, reduction of waste, reduction of quality escapes, and to implement better lean practices.• Provided operational improvement recommendations to First Line Managers and General Managers based on performance data analysis and root cause analysis.• Created and utilized performance metrics to monitor and control daily operations.• Conducted rate study of all hydraulic reservoir shipping containers for the 737, 747, 767, 777 programs, which resulted in the surplus of 45% of all shipping containers, freeing up critical floor space.• Developed and successfully executed build-ahead plan for planned replacement of Salt Bath Dip Braze equipment with zero impacts to the production schedule.• Acted as the TDRC Metrics Focal representing the interests of the TDRC in an Auburn Fabrication Division wide metrics portal project.• Participated in Value Stream Mapping exercises to reduce non-value added activities.• Conducted quarterly lead time analysis of parts manufactured in the cells within my responsibility.• Performed work measurement to update time standards as necessary.• Developed metrics to track recovery plans and build-ahead plans.• Maintained and archived metrics for morning standup meetings.