Drove adoption from 25% to 100% for new development site infrastructure in under a year by leveraging user research and validation to define a multi-quarter, prioritized product roadmap.Increased organic adoption from 6 to 100 weekly active users for our internal developer platform in 3 months by analyzing existing systems, gathering persona feedback, and prioritizing high-impact features.Interviewed 15% of our user base and analyzed results to develop on-team vision, customercentricity, and user empathy informing our department-wide releases and product features.Developed a clear, measureable, and actionable productivity framework for the department toidentify needed improvements with the highest urgency and impact.Directly mentored new product colleagues on product discovery skills, both in the US andglobally.Wrote a product playbook that is used globally by all product managers in my group.Paved the way for 7 major features by coordinating with leadership and stakeholders across the department to resolve dependencies and ensure alignment and impact.

Reduced manual tasks by 70% for our incident management process using robotic automation.Combined insights from qualitative user interviews and quantitative data to understand internal engineering customer needs, defining prioritized products, specs, and feature success metrics.Defined and monitored progress on measureable team goals and related KPIs.Increased clear code ownership from 5.7% to 100% by driving strategy for and adoption of our code catalog.

Migrated hundreds of unstructured annual approval email chains into an enterprise-scale application with API integrations to external systems.Analyzed process data and system logs to identify performance and quality gaps in products.Coordinated cross-functionally with the client team, federal IT services, and engineering.Demoed features to customers, incorporating and prioritizing customer feedback in team backlog

Appointed by the Arlington County Board, citizen members of the Fiscal Affairs Advisory Commission work as a team to review the County Manager’s proposed budget and other financial issues with the goal of providing feedback and advice to the County Board.

As a business management intern at this major defense contractor, I had exposure to the proposal, pricing, and customer/partner relationship management phases of several major long-term programs. I analyzed contract terms and supported continuing relationships with other large corporations such as Boeing. Additionally, I audited a program’s historical purchase orders to identify $30,000 of incorrect international tax and generated pricing and approval documents for quotes to international customers.

As a returning summer intern, I was granted more independent responsibility for developing and performing analyses. With a focus on cost reduction and process optimization, I helped my team both significantly reduce the amount of time they spent on generating reports as well as make a decision on whether to end our relationship with a major vendor.

My responsibilities as a summer intern focused heavily on the financial aspects of Ferguson's telecom infrastructure. I was responsible for analyzing Ferguson branches that had been identified as likely locations for unused phone lines, working directly with a contracted third-party to determine which lines were not in use, and then managing the disconnect of excess lines with both branch managers and local service providers.