Currently providing strategic oversight of Green Dot's Apple Cash program, managing key operational areas including Business Intelligence, Payment Operations, Marketing, and Accounting/Finance. This involves close, cross-functional collaboration with various departments within and without Green Dot to ensure everyone's priorities are aligned with broader partnership goals.

Transitioning from a support role to a central business function, I helped enhance our operational effectiveness by overhauling our monthly scorecard and streamlining the data collection processes. Systematic solutions were designed and implemented to track adherence to the Annual Operating Plan (AOP) and monitor progress across key deliverables. Additionally, my role involved organizing and coordinating the execution of several company initiatives, significantly contributing to the improvement of the bottom line. This career pivot not only led to optimized internal workflows but also helped to reinforce our core business objectives.

Delivered analytical support to multiple departments such as product, fraud, and finance, significantly streamlining the decision-making processes for account executives. This involved in-depth, client-facing analytics reviews, which provided internal and external partners with automated monthly and quarterly insights that helped to deepen the understanding of customer revenue trends. Weekly executive briefs highlighted trends in our company KPIs, and statistical models helped predict customer behavior, enhancing resource allocation and growth forecasting. My main accomplishment was the creation of the KPI "Wonder-Wall," which enabled robust operations monitoring across our business vertical.

Developed a full stack SQL/R dynamic route network analyzer to visualize commercial flight activity and spot industry trends through automated reporting. Additionally, established and managed data pipelines from Johns Hopkins and Oxford, utilizing COVID-19 data to model herd immunity scenarios and forecast the recovery of commercial air travel. Cleaning up tech debt, I overhauled our on-premises data warehousing solutions, refining third-party flight data storage to enhance data integrity and access for the analytics team. Using econometric techniques, I predicted aircraft freight service demand, guiding strategic decisions on passenger-to-freight conversions amid the pandemic, e-commerce expansion, and broader economic recovery.

Having streamlined enterprise-wide revenue reporting and linked sales to airline operator fleets, we capitalized on advanced analytics techniques to foster growth and enhance strategic foresight through time series forecasting. During this period, I engaged in several intricate projects, including the development of a "Golden Screw" analytical method. This technique cross-referenced detailed spare part sales with our Line Replaceable Units (LRUs) Bills of Materials (BoMs) to deepen our understanding of customer behavior and gauge the strength of PMA competition. Additionally, I leveraged our newly established enterprise R server to host dashboards that dynamically constructed multivariate regression and machine learning models, predicting the economic health of the commercial aviation aftermarket. I also played a crucial role in managing our team's Teradata sandbox environment, ensuring the referential integrity of our key data sources.Beyond my individual contributions, I focused on developing my leadership skills by mentoring junior team members and leading multiple company-wide "Intro to R" workshops, which introduced the basics and setup of statistical programming. These initiatives not only enhanced our team's analytical prowess but also strengthened our collective capacity for data-driven decision-making.

Building on the foundation of reliable and detailed sales data directly linked to revenue recorded in the general ledger, I focused on refining our "Platform Segmentation" model, affectionately known as "P-Seg." This model was a key input to our strategic and analytics capabilities, aiming to accurately segment sales based on the aircraft platform for which parts were used. The challenge was the versatility of parts, such as an electrical component usable in both a Boeing 737 and an Airbus A320, necessitating precise assignment to avoid inaccurate allocations, like attributing parts to airlines for aircraft they do not operate. To address this, I linked sales data with our fleet forecast by operator, distributing sales based on actual flight hours among platforms. This task was complex due to non-standardized customer names, frequent industry mergers and acquisitions, and variable airline fleet compositions. I managed these complexities with a sophisticated system of reference files that adapted to upstream data changes.My enhanced approach to the "P-Seg" model was recognized with another "Excellence Award" for its significant impact on our business strategy and analytics accuracy.

Five years after the merger between Hamilton Sundstrand and Goodrich, UTC Aerospace Systems continued to grapple with the challenge of consolidating sales data across its diverse business units. Each month, teams would extract data from their custom ERP systems, store it in Access databases, and apply complex business logic using Excel, VBA, and vLookup against decentralized reference files before summarizing and sending the data to central finance for closing. This process led to frequent fire drills, as the summarized data provided to finance sparked questions from executives that could not be answered centrally due to the loss of detailed information. Our apparent inability to answer basic questions about our sales in a timely manner greatly undermined the credibility of the data team. In my first year, I was tasked with creating a centralized, bottoms-up solution that linked sales order details with shipping and financial posting data, aligning closely with the figures reported by finance. This extensive problem-solving exercise demanded close collaboration with stakeholders across the business units and the finance team. Ultimately, the initiative was successful, achieving less than 0.2% variance; for this significant impact, I was honored with an “Excellence Award.”

As a graduate student at Wake Forest, I worked with a small team to use develop a unique solution to identifying the Known-Value-Items (KVIs) in grocery stores that disproportionately shape the retailer's price image.

Leveraged my undergraduate studies in economics to lead peer tutoring sessions in managerial economics. This required a solid understanding of micro-economic concepts (such as calculating margins and demand elasticity) and the ability to communicate them effectively

Taught English to professionals at Telecom Argentina in groups of 4-6 on topics ranging from ethics, marketing, international trade, and email etiquette. By facilitating role-playing activities and guiding group discussion, I was able to better prepare them for doing conducting business in English while I gained valuable insight into the workplace norms prevalent in Buenos Aires.

Throughout my time at Apple, I had the privilege of assuming a few different roles:As a sales specialist, I facilitated group workshops, and worked with customers on an individual basis to match Apple's goods and services to their particular needs. (05/11- 11/11)(08/12- 12/12)(08/14-03/15)As a technician, I was responsible for troubleshooting and repairing iOS devices (iPads/iPods/iPhones). In addition to tech support, my role also consisted of training customers through Apple's One to One program, and migrating customer data to newly purchased machines. (11/11- 05/12)As a back-of-house specialist, I worked with a team to reduce product shrink and audit inventory levels to accurately equilibrate physical stock to computer records. Our team also coordinates all incoming and outgoing shipments to and from the store. Additionally, we were responsible for providing customer service over the phone. (12/12- 05/14)Through a three-month "career experience," I joined the Apple Business Team and gained experience in B2B sales (managing pipeline) and worked with my peers to host business events open to the public. (05/14-07/14)On the mentor team, I helped develop new hires and existing employees through in-store training (02/14- 03/15)The skills gained here pertaining to dealing with people have paid incredible dividends over the course of my broader career experience.

My first job. I worked here throughout high school and gained a shift leader position after the first two years of employment.