As head of product for WorldQuant's Virtual Research Center, I led product strategy and development of WorldQuant’s WebSim platform, an industry-leading quantitative investment research crowd-sourcing platform. I managed a global technology team to milestones including 100k+ users, a complete UI redesign and launch, the International Quant Championship competition, and game-changing research tools such as “Super Alpha”. I introduced real-time user, product, and business monitoring and managed our product priorities through data, including cutting low-leverage products and increasing focus on key growth areas and greater efficiency. I ultimately led the team through the management decision to shut down the Virtual Research Center in Fall 2019.

I led the Debit Card Servicing product team at Capital One. My team built intuitive, convenient, and forward-thinking features on our website and mobile apps so customers can manage their debit card experience effortlessly and on their own terms! It's all part of our team's mission to help customers feel in control through safe and seamless access to their money when they need it.

In this role, I was responsible for building and maintaining a seamless customer profile experience for bank customers across Capital One platforms. The customer profile experience includes managing contact points like email addresses or servicing settings like paperless statements -- it's the gateway to creating great communication and transparency with our customers!I grew tremendously as a product manager in this year and a half, as I had to think critically about complex enterprise technology architecture, high-stakes regulatory requirements, and a broad web of customer experiences all at once. Technological fluency: Customer information can be a proxy for the customers themselves, so data quality and system resiliency aren't just tech problems -- they're human problems. As a product manager, I worked closely with my team of developers to cultivate a functional understanding of the technology we built so to better represent the customer. As a beautiful, unintended consequence of that, I was also able to take on answering technical questions on my team's behalf, letting them focus more on building great products.Regulatory expertise: The sensitive nature of customer information means that it comes with rules. Lots of them. Being on the customer's side means that we were usually aligned with the spirit of regulation, but respecting the letter of laws like the Telephone Consumer Protection Act (TCPA) meant spending quality time with legal experts to learn the details.Influence and teamwork: Weaving together the technology and customer experience of otherwise separate businesses meant that I was constantly seeking common ground and compromise with partners across the enterprise. I took pride in advocating for holistic solutions to foundational challenges instead of quick fixes, and both Capital One's technology and customer experience are better today as a result.

In this role, I managed Capital One's back book savings product strategy. My focus in this role was to align our back book strategy with that of new products and with Capital One imperatives: simplicity, human-centered design, and well-managed business practices.The most significant and lasting achievement of my time managing the savings back book was leading a total product overhaul to radically modernize and simplify the set of products we manage. >> Working alongside IT partners, we slimmed down Capital One's savings book from 38 total savings products on multiple platforms to three products on one platform>> Advocated maniacally for 100% completion and as a result we left no accounts behind!>> Lead customer research to understand the human impact of the migration for both customers and front-line associates, the findings of which resulted in an omni-channel, proactive communication and pricing strategy that far exceeded customer experience goals>> Carefully managing change through transparent communication and empathy-driven retention strategies netted zero (ZERO!) incremental attrition from the 700k impacted accounts holding $10B of deposits

The Pricing Analytics team is considered among the most analytically rigorous at Capital One. In this role, I learned modeling and valuation from exceptional mentors, and got to practice first-hand forecasting and manipulating the supply of deposits in response to changes in markets and lending forecasts. >> Managed the forecasting model for Capital One's $50B retail deposit book, simulating changes in rate environment and funding needs to inform core bank strategy>> Initiated and executed code refactoring that yielded a 100x reduction in model run time, enabling rapid iterations of pricing strategies and improving decision making speed and accuracy>> Built and deployed a monitoring framework with anomaly detection to align sales intent with actual sales practices, spurring a positive step change in account qualityIn the latter part of my tenure on the pricing analytics team, I worked on and eventually directed Capital One's retail banking test market -- Austin, TX. The retail test market was set up as a petri dish for new product, pricing, and marketing strategies, in particular those aimed at acquiring customers and growing new markets. >> Created multi-channel marketing campaigns to support acquisition offers and general brand awareness>> Pioneered pay-for-engagement offers in the retail bank, boosting engagement for new checking customersUltimately, I advocated to shut down the retail test market, turning down over a million dollars in marketing budget, because Austin's retail footprint was no longer useful for testing offers aligned with our emerging national expansion strategy.

>> Launched segmentation strategy to align credit card servicing level with bank customer relationship value>> Built card sales forecast accounting for regional and seasonal trends, market saturation, and sales initiatives

As the elected President of my class, my primary responsibility was leading the class Trustees. The Trustees are a group of 60 members, selected by the class president and VP, that works throughout the academic year to host several dozen academic and social programs aimed at enhancing the student experience, facilitating career opportunities, and creating a path to alumni engagement through giving. Post graduation, I continued to lead the class Trustees, including facilitating biannual meetings aimed at perpetuating engagement leading up to the five-year reunion in 2016.

Served as live-in resident advisor for 18 freshman undergraduate students. I was trained and entrusted to respond to the wide range of issues that can occur within the dorms during the first year of college, from roommate conflicts and underage drinking to injuries, assault, and psychological distress. I also organized a series of programs to encourage socialization and education about the university.

At Oakley Farm -- a private residence in central Virginia -- I maintained extensive gardens of period-accurate plants surrounding an early 19th century farmhouse. In addition to routine gardening and other basic maintenance, I was regularly entrusted to design and implement structural improvements to the property. On a few occasions, I served as the liaison to service providers during special events.