—Drove the formulation of comprehensive product requirements utilizing LLM by collaboratively aligning the machine learning (ML), customer success, engineering, and quality assurance teams—Standardized and optimized critical path work processes across seven teams, enhancing communication channels and ensuring adherence to internal and external audit requirements, which led to a 20% increase in average sprint velocity—Unified disparate roadmaps from multiple engineering and ML teams into a cohesive and coherent plan with a clear strategic direction for senior leadership and stakeholders—Orchestrated cross-functional "Quarterly Goal" meetings, which led to consistent >100% goal completion

—Established program requirements, key metrics, strategic drivers, and training for a new product used by 20+ engineering teams, resulting in rapid onboarding three months ahead of schedule—Awarded “Product Idea Most Likely to be Patented” in Capital One’s Product Bootcamp capstone project—Led the roadmap creation, initiative refinement, dependency management, and implementation of a new product that dramatically increased secure access to Capital One servers for all employees—Built an OKR-driven dashboard used by 10+ engineering teams to give Accountable Executives the structure and visibility to focus on essential business and saved data analyst analyses 1200 hours per year —Organized quarterly planning sessions for five related teams by facilitating roadmap integrations, critical paths, and next steps, enabling the teams to complete 90% of their tasks on time and error-free—Applied data-driven decision-making for my teams to reduce intake request turnover time by 10% and increase sprint commitment reliability metrics by 15%

—Led the design team to map the product across user groups through analyzing qualitative interviews with internal and external stakeholders, continuously refined user personas to unlock the most effective go-to-market strategy—Negotiated deals and established new client base for university/alumni relations product, designed implementation plans from pitch to close, and translated client needs to engineering and design teams —Incorporated agile methodologies into product roadmap development; headed daily stand-up meetings, design sprints, and weekly project backlog triage meetings ahead of the MVP launch—Created and managed a five-member cross-functional team focused on developing the strategy, defining the product, analyzing competition, and launching the flagship version of Whomi University—Coordinated recruitment strategy for Whomi product management internship team

-Dean’s Advancement Council, Office of the Dean of Kenan-Flagler Business School-Legacy Cup Captain (First Year Leader)-MBA Student Ambassador

—Established COVID-19 risk assessment through financial benchmarks for McKesson $2M product portfolio against the competition, yielded a $1M increase in additional contracts—Modified in-house tool to optimize global sourcing and manufacturing processes for supply chains in Europe and Asia, resulting in $1.5M savings

—Controlled a global, cross-functional team to create benchmarking tools to analyze market size for existing and future business lines; analysis saved $10M overall and resulted in two new products—Generated leads and developed relationships with potential partners to expand portfolios in emerging markets, deployed new technology in three new countries and two new markets—Identified gaps and redundancies in the marketing strategy for a significant product, redeveloped the system by identifying, centralizing, and enabling key players resulting in $1B of new contracts—Facilitated weekly scrum meetings with business line presidents to discuss methods and roadblocks to advance strategic development, initiated a quarterly report to update senior leadership

—Selected and deployed to the implementation team is Soyo, Angola; identified problems and communicated solutions strategies to units ranging from construction to CEO, resulting in $10B savings —Systematized $50M project financial performance data and built quarterly and annual projection models for a $50M project across international offices, including Indonesia, Vietnam, China, Thailand, —Supervised a team of 25 engineers in finding solutions to 900+ unresolved tickets in two months, triaged backlog in daily stand-ups and weekly check-ins to achieve a $10M return for the client