I joined the Marketplace team specifically to add additional strategy to how we gained a large/trusted partner base and increased customer usage. Starting in the role, I did a deep-dive analysis across all hyper scaler clouds with their marketplaces. This allowed me to build out the north star vision of our Gen2 marketplace. With the collaboration of other teams, we have a roadmap to execute for the coming year.I collaborate with some of our partner teams within Oracle and external service providers to continually gain insight and adapt to marketplace trends. This has proven successful previously as it validates product management theories and uses engineering resources the most effectively. I expect several releases this year that will grow the Oracle marketplace exponentially.

Responsibilities were mainly around multicloud services. Within three months, I drove an idea to a keynote demo in Oracle CloudWorld. Many said it was the highlight of the conference.After positive feedback from the conference, I built out a plan to execute the delivery of our inbound multicloud service. One of Oracle's top consumers of cloud services was very interested in pursuing the service. With the help of engineering, we built out an initial proof of concept/MVP of the service to show to the company's executives. The feedback was, 'I want this and more!'.

I led product management across a fully managed open-source B2B cloud computing service, which was released as OCI OpenSearch.• Spearheaded approval process to increase OpenSearch revenue by 200% with a new pricing model• Delivered compute capacity strategy to save hundreds of engineer hours and minimize growth riskI delivered business review process including data trends, customer insights, engineering and operations updates, informing senior executives on the state of the service.

Deployed the first Oracle Cloud Infrastructure Mobile app. Defined requirements across the 60 service stakeholders. Delivered ontime and continued to deliver future iterations. What made it a success post-initial release was that we diversified the development to service team owners via defined templates. It allowed them to do their own design, test, and deployment.Engineering leaders appreciated the approach as it pushed further engineering to the teams that own each specific service.

I was brought over to build an announcement service, which I had familiarity with in my previous role at Microsoft. I defined the requirements and led through a series of releases that enabled customers to get service-impacting notifications. Along with the above-mentioned service, I was also asked to own building a service that would allow customers to create and manage support requests directly inside the OCI console. Support portals existed at Oracle but never for their cloud infrastructure. I built an experience for customers inside the cloud console while still using legacy support systems as the single source of truth for all support requests across Oracle.Global Release and Readiness were key to its success and built out content, videos, and demos to show the simple experience Oracle Cloud customers would have.

My previous roles at Microsoft allowed me to span many cloud services; it became evident to me that Office365 (at the time, newly named from BPOS) was having a very difficult time with support customers. They were starting to have the Office subscription model take over from the standard license model. This came with different challenges that were not forecasted very well, especially issues around account management and security. As we all know, it's a product so many companies rely very heavily on, so if there's ever a service issue or security concern, it immediately becomes a Sev 1 for everyone.The exciting thing that I brought to the organization was that the early detection streams I learned on the Azure side were desperately needed within Office365. I could take my learnings from Azure, and implement them on Office 365 in half the time with even more success. After 6 months in the role, our negative customer satisfaction scores were cut in half.

Coming out of Azure and all the customer requirements that were raised with Microsoft's Gen 1 IaaS offering, I expanded my scope to cover all cloud tooling that had to do with internal communication of service-related issues. I'm proud to say this tool (named Iridias) is still used today as we embedded it in all new hire training. The tool was exciting because we had the collaboration of all MSFT cloud services, including Office365 (BPOS at the time), CRM, XBOX LIVE, and Azure, to name a few. We detected in near real-time support case volume fluctuations as well as negative social media sentiment on Twitter to the point where we can use our data seeds.My specific responsibility was getting Microsoft personnel aware of and adopting this Iridias tool. It almost sold itself with the value it provided. By the time I moved on, we had over 30k of active daily users and some of the top MSFT executives using it.

Microsoft was very new to the cloud when I was hired, as Azure was released the same year. They did have experience with SaaS but not IAAS or PaaS at the time. When I was hired, I was responsible for support requirements from our many-tiered global support models. Typically, the job required categorizing issues and prioritizing what needed to be improved to enhance the consumption of Azure services. For example, Remote Desktop into an Azure VM wasn't supported when AzureCompute was first released, while AWS was eight years in at the time.

In charge of building out the support guidelines for the internal organization Customer Operations and Support for Azure. This was just as the Azure cloud started and wasn't available to all at the time. I trained a team in Belfast, N. Ireland, Bangalore, India, and Austin, TX, for multilanguage Azure support.

The company started out as Evergreen PC repair, handling desktop support for small and medium-sized businesses around Seattle and Eastside.After a couple of years building the company we brought in a partner and focused on the medical field. The work focused more on providing medical scheduling software for medium-sized practices and venture capital companies.