Leading multiple globally distributed teams that develop and maintain the AWS cloud-based applications used by thousands of Amazonians to hire millions of people per year globally for fulfillment and customer service roles.● Hired and coached multiple teams of globally distributed software engineers ● Established best practices and metrics to produce maintainable software operating at scale● Worked with customers to establish a product vision led creation of the product strategy and roadmap● Owner of microservices on AWS responsible for DevOps, code quality, testing, security and maintenance● Designed and delivered agent-facing UX resulting in improved quality and 25% increase in productivity ● Led a candidate facing web-based mobile-first UX redesign that improved candidate conversion by 5%● Technical / architectural design leadership for full-stack solutions using AWS cloud components ● Established testing, monitoring and design standards to ensure uptime for the globally-deployed solution● Led implementation of deployment pipelines which exceeded QA testing standards using CI/CD best practices● Tech stack includes AWS, DynamoDB, React, Node.js, Typescript, Cypress

** Company was acquired by Walmart in 2022 ** Cloud-based SaaS technology company that provides vendor management data visibility to accelerate business results.Recruited by the owners as employee #4 after signing a deal with Walmart. Initially led system design, database development, customer account management and led performance improvement initiatives to replace legacy application with scaleable cloud-based solution. Based on top performance, promoted twice in five years to take on more responsibility, including full P&L ownership with up to 24 employees and ten contractors.- Since 2017, held P&L ownership to lead corporate growth to deliver a 4X increase in net income and established the entire user base for Walmart.- Elevates strategy to create fundamental features to enable growth, identifies investment opportunities for future cost reductions, and aligns pricing to a value-based pricing model; Invested in core functionality that allowed several revenue-generating projects with significant margins, enabling substantial changes to the end-user experience without deploying code.- Owns customer relationships, identifying solutions to maximize business results; Grew Walmart revenue by 10X+ in two years as the relationship owner.- Created a developer-centric environment and implemented agile methodologies to enable increased revenue with improved margins. Built data warehouse, leveraged Python, and contributed SQL code.- Established vendor relationships and negotiated contracts, leveraging third-party partners to improve speed to market and reduce costs during peak demand periods.- Oversaw company-wide demand planning, cash flow management, treasury services, and financial reporting and analysis.

Recruited by the President based on strengths in challenging assumptions. AI-based start-up focused on utilizing installed base data to identify part sales and service opportunities by leveraging machine learning.Partnered with 10+ customers to analyze sales, service, and parts data to identify the best future sales opportunities from the Machine Learning Algorithm, adjusting plans and algorithm parameters based on customer opportunities, and managing customer relationships to drive results while traveling extensively.

Invited to manage national accounts (including Walmart), marketing plans, and channel strategy growth to increase market penetration across eCommerce, distributors, and refurbishment companies.- Initiated, developed, and launched the Refresh Program to secure incremental revenue, leading it from inception to $4M+ in revenue by the end of Year 2; Leveraged agile tools to create a new product roadmap, including sales training, software tools, processes, and strategic partnerships to create an end-to-end product offering. - Increased sales (+65%) by leading the strategy and development of the company’s first eCommerce site (+$700K in revenue), deploying parts to 100+ local distributors (+$2M in revenue), and identifying solutions for refurbishment companies (+$2M in revenue).

Led critical projects to elevate product offerings, secure additional distribution, implement software for the parts business (including the Oracle ERP system), and ensure DOE equipment regulatory compliance while Hussmann was sold to a private equity firm in 2011. - Oversaw a highly visible initiative to replace the product line responsible for 25% of company revenue ($220M) with a $30M+ project budget, 70+ assigned resources, and weekly presentations to corporate leadership with a focus on market assessment, design, testing, and manufacturing implementation; - Recognized for solid leadership, speed to delivery (reduced traditional delivery time by 50% to meet customer’s deadline) for natural refrigerant project, $3M in annual revenue, and $1M in operating income.- Secured Dollar Store channel distribution (+$10M) by leading the development of a new product line focusing on customer needs.- Inherited behind-schedule Oracle ERP for parts implementation; successfully turned around the project to meet key deliverables and deadlines.- Partnered across business units to standardize NPD project management processes, increasing efficiency.- Initiated strategic plan for Latin America business segment for MBA project, leading to $20M in sales.

Served as the Hussmann parts business leader for IT system implementation during the merger with ThermoKing and Trane, with total combined business revenue of $40B+.- Led integration of the ERP, WMS, and back-office systems for the parts business for all three companies into a new Oracle ERP system, standardized processes across the $750M parts business, and converted 45 Hussmann branches and associated technician fleet to Trane systems.- Wrote custom software to provide inventory visibility across multiple legacy ERP systems to reduce Obsolete and Slow-Moving Inventory (OSMI) by $3M.

Reporting to the VP of Manufacturing, drove operations for this $34M business, including purchasing, planning, warehousing, and logistics, including Lean Six Sigma projects. - Initiated, designed, and implemented an automated solution to manage the inventory on 700+ service vehicles across the US using custom software, improved processes, and forecasting, resulting in cost savings, improved tech efficiency, and increased customer satisfaction (+95%).- Overhauled warehouse strategy; Consolidated parts from multiple factories into a central warehouse. - Developed a WMS application to automate warehouse operations.

Promoted to oversee a geographically distributed team to manage business solutions, improve processes, and remove barriers related to the sales configuration software.- Increased customer satisfaction by 131% by prioritizing customer-facing initiatives.- Designed and developed an interface to transfer data from the configuration tool to the legacy ERP system resulting in a 50% reduction in labor and 90% reduction in errors.- Reduced order changes by 75% post ERP system entry (LSS Green Belt Project), the time required to quote and enter orders by ten minutes (50%), and the error rate by 50%.

Recognized for innovative ideas, recruited by the Director to join the Aftermarket team. Developed replacement parts while driving processes to reduce packaging spend, optimize labor, improve quality, and increase efficiency.

Upon graduation, hired to design and implement fixtures and tooling for manufacturing assembly lines, automate data analysis, and create an application to track engineering hours (ultimately applied companywide).