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Full-Stack Shopify Developer & E-commerce Consultant specializing in marketing, CRO, UX, and strategy

Bootstrapped an online apparel brand from 0 - 30,000 customers with an average customer review of 4.8/5 and repeat purchase rate of 40% by focusing on the customer experience. Primary responsibilities included• All things technical• Instrumentation and analytics• Marketing budget and strategy• Customer experience and support• Accounting• Goal-setting and team meetingsSold to The Hedgehog Company LLC in December 2021.

The opportunity I took on was to be the senses of the company. To identify the areas where human interaction with technologies and processs could be better, prioritize action, and balance those improvements with risk.My mental map of the business was vivid after thousands of table joins across a half-dozen databases. The engineering team and my data team were in San Francisco, while two other teams I managed, customer support and compliance, were in Toronto and Austin. The bulk of Operations focused directly on enduser needs. In other words, how do we translate customer support tickets and analysis of user behavior into change. Other operational work was increasing output of internal processes, e.g. onboarding accounts, servicing support tickets, and speeding up access to insights.Then, there was ensuring that SLAs with partners were being met: we were partnered with FIS, Lowe's, and Mastercard.Users loaded cash onto debit cards they could then spend immediately, so fraud rish was high. Karmic would implement anti-fraud measures based on my team's insights and analysis.CRMsI was responsible for all CRMs functionality. This included, but was not limited to:- The purchasing and implementation plan and budget- Implementation (all in house)-- Integration with internal systems and other third-party systems-- Customizing the UI for business use-cases -- Custom APEX and workflows-- Configuring VOIP-- Permissions- Reporting-- Building reports for multiple stakeholders (internal and external)-- Enabling stakeholders to access reports whether interactive on demand or by scheduled distribution- Training and performance monitoring-- Training sales (team size 3), marketing (2), operations (6), customer support (30), executives (4), and compliance (3).- Maintenance and documentation- Transitioning from Zendesk to Service Cloud-- Done as an overnight hotswap with 30 days to prepare Service Cloud

REPORTINGReporting at Karmic labs went from engineers reluctantly querying tables from one DB in a psql shell to hundreds of individuals having permissioned access to interactive visualized reports pulled from a data warehouse. I led this initiative from soup to nuts. We ran Periscope on top of a data warehouse. The warehouse included data from our internal DB, our CRM DBs, and a couple marketing tools. Users ranged from all internal employees, to our large clients, our partners (FIS, MasterCard, Sunrise Banks, and our outsourced support team), and our board members. Reports were available on demand, by scheduled distribution, and displayed on wall-mounted TVs in the office. DATA ANALYSISThe data team served every other team within Karmic. It most heavily guided operations (because I was responsible for both the data and the operations team), product, and compliance. I focused on funnel reports. My approach is to segment processes to find areas of friction and then dig in. An obvious example of this is with sales: suspects converting to leads, then to opportunities, then to customers. Upon arriving at Karmic,I instrumented the sales process to do exactly this. We ran a dozens of analyses on lead cohorts, email copy, specific sales reps’ abilities, and so on. My conclusion was that our customer acquisition cost to lifetime value did not support directly targeting SMBs. Karmic began to pursue partnership models. Another example is in guiding product. Karmic was making changes to the maximum amount for which a customer could fund her/his account. The intent here was risk mitigation. Looking at our data, I asserted that the newly proposed lower limits would adversely affect both Karmic’s profits and the customer experience. We developed alternative risk mitigation tactics. The data team ended up helping with the alternative risk mitigation tactics: we built a monitoring and alert system for Compliance and Operations.

Worked primarily on ad-hoc projects surrounding the launch of Karmic's PreLoad product with Lowe's.Developed PreLoad:- Support and training materials- Marketing website- Marketing emails- Credit issuing process

Developed:- Sales operations infrastructure (e.g. Salesforce, Apex code, Outreach, Apps Script, Custom SFDC Objects, etc.)- Training materials (e.g. scripts, objection rebuttals, competitor research, buyer personas, etc.)- Automated lead generation- Sales operations performance dashboards (e.g. rep performance, funnel performance, CAC:LTV, ICP defining /redefining, etc.)- Integration between the application back-end and Salesforce"Solutioned" for / sold to larger medium-sized Opportunities.

–not what it sounds like. The website will explain what the service is https://manservants.co.In a nutshell, I'd show up to events in a tuxedo trying to look as handsome as possible and then improvise for one to several hours. I was among the first few ManServants to do a live paid event. ManServants used my first couple bookings as beta feedback for the service. This meant I went into my first event with a negligible amount of training. I was super uneasy the whole time but felt I did a good job and the client feedback was great. Even after formal training sessions with ManServants, I was still uneasy. I think I felt this way because I wasn't used to relying merely on my appearance and improvisation within a specific character to please people AND I lacked self confidence in both those things. I'd think thoughts like, "What if the women here don't like the way I look and feel they're getting ripped off?" or "What if my energy isn't on point and the situation just feels lame?"Despite the fear, I always felt accomplished after events and my clients' feedback was exceptional. Still terrifying.

Upshift helped B2B SaaS startups scale their sales processes. My colleagues would consult with founders and salespeople to build data driven sales system with best practice instrumentation, technologies, and employee training. I built a B2B spam tool that would help push leads into these sales processes. I called my solution Traction. It generated $80,000 in revenue in four months. I built it from scratch, sold it, serviced it, managed the client relationships, and the finances. I worked with 10 different companies. The solution was in four parts.1. Data. We needed contact information for the people to whom we would potentially sell our products. Data came either from scraping the web using scripts (sometimes headless or remote control browsers with rotating proxy IPs) or from purchasing it elsewhere and scrubbing it.2. Emailing. I integrated my clients’ CRMs with Outreach (an email automation tool). Outreach enables bulk emailing as well as provides insightful data that helps understand differences in performance, e.g. which copy or sales rep performs better.3. Operationalize. Humans, i.e. salespeople are important in the sales process. They perform better with less distractions. I built processes that only put candidates with high likelihood to convert in front of the sales reps.4. Analysis. The core of this engagement was understanding the ICPH: the ideal customer profile hypothesis. In this way we guaranteed value from our efforts, regardless of sales performance. We also greatly increased the probability of high sales performance. I’d continuously analyze the commonalities among the converted customers and fed this data back into the system.

Did everything from working as a barista and delivering food to scheduling and managing to implementing and custom building new systems and technologies.

Created an application for restaurants to track product margins by connecting their food orders (from vendors) with their recipes. Originally built it out as a custom solution for a two-location Bay Area bakery that I was working for. This business failed. The UX was too complex– and my partner and I had strained relationship at this point.

Supervised the Supplementary Instruction program at USF. Interviewed, hired, and managed a team of 8 supplementary instructors for three semesters. Redesigned the data collection and reporting process to reduce workload in this position from 20 hours per week to 3. Used the extra time to rehire myself as a supplementary instructor while managing the program.

Held semi weekly sessions to tutor two sections of students in spreadsheet modeling and data analysis.

Graded students' assignments and managed grade book.

- Checked in and catered to VIP guests- Translated for guests (mostly from Italian, Spanish, or Portuguese to English).