Nuro is a leading autonomous vehicle company. Our mission is to better everyday life through robotics and strengthen local communities with our electric, zero-occupant autonomous delivery vehicles.I focused on the commercialization of those vehicles.

Led a team of 4 managing South sub-region airports in Texas, Louisiana, Colorado, Utah, Missouri, and Kansas that launched three new mega-regional processes that have reduced airport fraud across the country by over 60%, deactivated over 2,500 fraudulent partners, saving Uber over $5.5MM based on preventing Instant Pay fraud

Ran a cross-functional team of EATS, Rides, Comms, and Product that ran Uber’s first multi-faceted Black History Month national campaign leading to over 2MM impressions across both apps and social media platforms, while only spending $16K, despite occurring in the middle of the #deleteUber period in early 2017Increased gross bookings by $1.2MM per year for a single product line by introducing cross-selling limousine partners into uberXL, improving utilization for partners and increasing product reliability on uberXLConceptualized an anti-destination discrimination process and worked with cross-functional team across product, operations, and legal to scale the process, which reduced airport destination discrimination by 60% nationwideDecreased the average time to get an Uber after you request by 20% at Houston Texans games by implementing Event Experts, automated stadium wayfinding messaging, road closure mapping, and additional signage

Managed team of 3 to create an emerging markets P2P partner and driver growth strategy that helped grow Lagos supply 10x in 6 months and has since been replicated across other Sub-Saharan African markets Created an onboarding program that taught driver-partners how to use a smartphone, a map, GPS, the Uber app, as well as teaching them basic customer service and car maintenance, improving rider sentiment by 20%Implemented partner incentive processes based on individual recognition, incremental performance improvement, and demand mapping, improving reliability by 10% and driver ratings by 15%

• Analyzed the costs and benefits of rolling all Thompson-owned companies into a holding company versus distinct operating companies, which led to recommendations that resulted in annual tax savings of $1 million.• Led a team of six in strategizing for an entrepreneurial countertop fabrication company, resulting in a brand re-design, new marketing collateral, and new marketing strategy for the $2 million company.

• Led team of seven operators to create an opportunity tracking system tool and implement suggested improvements, resulting in $50,000 in increased revenue per year and improved operator morale.• Guided contract manufacturing group to increase packaging from 1700 bags / day to 2700 bags / day by revamping a defunct packaging line, which led to $350,000 in increased potential revenue per year.• Rebuilt Excel model used to track production capability and asset utilization for the entire plant, resulting in $50,000 in savings due to increased production of quality product and reduced production of waste.• Led Six Sigma Team to reduce the number of rented waste boxes, which resulted in facilities savings of $30,000 per year and adoption by two other units within the plant.

• Developed maintenance strategies for five major critical equipment based on reliability and production calculations, which were projected to save $250,000 over five years and adoption by three other plants in Dow.• Trained 30 employees on the Global Maintenance Work Process that utilized SAP capabilities, which resulted in 20% less rework, training 120 more employees across the plant, and Dow One Karat Award.• Installed a new lubrication station for critical pumps and led training / convincing for machinists, which saved Solution Vinyl Resins $50,000 annually in maintenance costs and increased reliability of plant equipment.• Created Top Opportunity list to highest equipment failure costs and recommended solutions adopted by Production Manager, which increased production capability by $1.9 million per year.

• Developed step-by-step customized digital manual for sulfur recovery units of Integrated Gasification Combined Cycle that was adopted throughout GE Energy and resulted in estimated savings of $100,000 per year per plant.• Developed online procurement interdepartmental worksheet form that reduced inquiry to payment time from 3 days to 2 hours and digitized the process so every signature could be conducted online.