Bridged communication between business, data team, and leadership by built project documentation including businessrequirements documents (BRDs), roadmaps, stakeholder mapping, and process workflows.Collaborated with architects, data scientists, and data analysts to craft PowerBI data solutions to provide the organizationautomated business insights utilizing centralized data.Supported Treasury, Trades, Technology, and Call Center lines of business at an executive and VP level, providing high-leveldashboards and deep-diving reporting into their team's operations, performance, project health, and financial Key PerformanceIndicators (KPIs).

Led 2 data engineering teams that supported multiple products and business-driven initiatives that provided insight into ourservicing portfolio, automated manual business processes for client communication and data aggregation, and evaluatedbusiness team efficiency.Spearheaded Agile adoption by creating a Kanban board and product backlog, setting story and feature standards includingDefinition of Ready (DoR) and Definition of Done (DoD), and facilitating Agile ceremonies including planning, daily standup,backlog refinement, and retrospectives. Ensured engineering team buy-in by fostering a culture of open communication andfrequently seeking feedback on our tools and processes.Collaborated with stakeholders and users to develop vision and roadmap for SQL query automation tool that empowered thebusiness to publish over 400 queries with minimal engineering resources needed while still maintaining Information Security,Networking, and mortgage industry compliance.Owned train-level communication with the business that had an audience of over 500 internal team members, including C-suiteexecutives. Bi-weekly newsletter included detailed accounts of work completed, upcoming priorities, and findings onexploratory data analyses.Participated in Product Owner Community of Practice (CoP) meetings. Hosted presentations on Agile best practices andprobing questions. Collaborated with the community on standards for formatting, processes, and tools used on DASA trains.

Led data engineering team that supported Capital Markets, Finance, and Treasury business teams, balancing the needs of over300 stakeholders with minimal resources.Broke down communication barriers by translating business processes into technical workflow diagrams, resulting in moreaccurate user stories with minimal rework and more consistent delivery of features.Mentored fellow Product Owners on Agile methodologies, organizational tools, and best practices.Maintained flexibility during several organization changes that affected team scope and staffing. Acted with urgency whenpriorities outside of the scope of our team called for quick action to ensure legal regulatory compliance.Created monthly newsletter for stakeholders showcasing rolling monthly roadmap, detailed breakdown of the work completedand upcoming, and organized it by stakeholder group for readability. Audience grew to exceed stakeholders and train as workimpact cross-cutting initiatives.Increased Profit and Loss cost distribution accuracy via automationand process improvement, leading to 93% confidence of cost-per-loan of mortgage portfolio.

Proposed and conducted a proof of concept for a Product Owner roleand Agile environment for Support Services, providing structure and visibility to the various projects and initiatives of 3 technicalsupport teams.Spun up an Agile environment including Kanban board, product backlog, ceremonies such as planning, daily standup, andretrospectives, and set standards for stories and features including definition of readyand definition of done.Established communication channels with engineering support teams to align cross-cutting work and technologyrequirements, resulting in a 50% decrease in story layover between iterations.Trained leadership and project workers on Azure DevOps usage. Built queries and dashboards within Azure DevOps, providingvisibility into project objectives, timelines, and velocity.

Advocated for knowledge base improvements. Worked with other Product Owners to prioritize bugs and new features for theproduct when engineering resources were not allocated. Explored alternative knowledge base tools that would reduce the liftfor engineers and improve user experience. Proactively sought user feedback to find and prioritize new features.Moved project tracking from Team's Planner application to Azure DevOps, optimizing the backlog and providing more visibilityto leadership and project workers.Expanded knowledge base usage from 2 to 23 teams, increasing daily article views by over 400%.Took ownership of the knowledge within our knowledge base. Created 60% of the 1600 knowledge articles used by call centerdaily. Regularly reviewed all articles yearly for quality control and accuracy. Set article formatting standards, createddocumentation for best practices on creating and editing articles, and trained others to be knowledge managers.Built self-service technical knowledge for entire Family of Companies, reducing help desk tickets by 23%.

As a Google Trusted Photographer, I take 360 degree panoramic photos of various business including restaurants, bars, clubs, spas, art galleries, salons, and other shops. With these panoramic photos we create a virtual tour that will be featured on Google Maps and Google Search.

Customer service was the focus of the Sales Associates. While on the floor I would assist customers in finding items as well as giving information about our product and answering any questions they had. Knowledge on the latest technology was key in helping customers with their problems. In the PC Repair department we would need to diagnose and fix computers. This was mostly software related. In the Printing department I would help customers with printing and design jobs. We would have pending jobs that required completion by a certain due date, so punctuality was important. Also knowing what the customer wanted and reproducing it flawlessly was a major focus. I was go-to person when it came to fixing the various machines in the department, including Xerox printers, laminators, and paper folding and cutting machines. I also trained many employees on operation of the machines in this department. The Printing department was my department for the majority of the time spent at OfficeMax.

There were two main types of work for the event staff. The first was setting up or taking down a room so that it may be used by the next group scheduled to come in. This usually included moving chairs, tables, and various A/V equipment. Planning for the rooms was also a requirement when it was not already planned out. The second type of work was watching over the event. When watching an event, we would be responsible for anything that the guests needed. It was very Customer focused. Diagnosing and repairing the A/V equipment was a big part of the job as most of our equipment seemed to have a mind of its own.