Working to improve the tools, processes, and systems of work for the development team.

Honors: Barbara Ross Merit Fellowship, Dean’s ScholarLeadership: President, Energy & Cleantech Association, Leaders in Sustainability ProgramMembership: Strategy & Operations Management Association, AnderTech, Business Analytics Assocation, Net Impact, Creatives at Anderson, John Anderson Golf Club

A UCLA clean technology spinoff that is commercializing a new way to create green hydrogen and synthetic graphite using methane pyrolysis. Constructed financial models, evaluated market dynamics and trends, and performed customer discovery.

Served as an intern for BayWa r.e.'s US Solar Projects, where I optimized company-wide development methodologies and helped provide insights to executive leadership on current financial modelling processes. Executed 4 improvement sprints, 20+ model calculation changes, and output accuracy improvements of 20%.

- Identified and led inventory improvements by piloting a single-store trial to understand and optimize current system; partnered with corporate technology team to implement company-wide changes to decrease COGS by $8 MM/year- Drove digital ordering process upgrades by establishing a cross-functional technology, marketing, and operations taskforce and managing several key projects; increased customer service scores in affected stores by 15%- Performed capacity data analysis and created lost revenue Tableau visualizations to formulate store upgrade prioritization lists for executive leadership; resulted in 13 high-impact store renovations and revenue increases of $1 MM/year- Spearheaded the company's strategic lean change management initiative via company-wide presentations and coaching modules, including direct mentorship of 7 store leaders; achieved 100% adoption rate across Western Washington

- Promoted to a position that typically requires 5-7 years of work experience.- Managed a 47-person team through the onset of COVID-19 by developing a new labor scheduling system that met all fluctuating business and team member needs; attained a 97% labor retention rate and met all production rates for 10 months- Overhauled operations pace-setting software through historical data analysis, iterative product development, and effective change management with users; reduced manpower costs by 20% while maintaining output rates with the new system- Integrated a new manufacturing line with 200+ novel parts by programming machine software changes, establishing new material workflows, and creating an inventory optimization tool; launched with no downtime or quality defects- Streamlined factory’s fabrication operations from three buildings to one centralized location by fostering relationships with 4 key stakeholders and supervising projects for 5 direct reports; condensed factory footprint by 35%

- One of two engineers selected out of a group of 15 to be promoted to this position.- Implemented a new electric-drive model of an existing product line by integrating prior process similarities into the development of new workstreams; incurred no downtime or launch delays while generating $150 MM in annual throughput- Owned the engineering support and program management efforts of a major production line, built strong partnerships with operations team members and design engineers; lowered quality defects by 25% and downtime by 15%- Decreased the number of quality defects by 23% and reduced production time variation by 18%.

- Identified, stabilized, and optimized conveyor loading processes by utilizing team member experience and leveraging an iterative product development approach; boosted throughput by 25% ($2 MM per year)- Revamped project management methodology used by entry-level engineers by analyzing input from users and executive stakeholders; contributed to a 100% engineering KPI completion rate over 2 years with new framework

-Voted to be the leader of a group of 4 fellow Industrial Engineering classmates in a senior year Capstone project.- Conducted time studies and performed value-stream mapping to determine kaizen opportunities on a manufacturing assembly line.- Proposed an implementation of a drop-down decal placement process to reduce its cycle time by ~40%.

- Managed 5 employees in scheduling and running outdoor programs for Alumni of the University of Michigan,- Conducted performance reviews and managed consumables inventory.