Direct a team of solutions consultants in the delivery of insightful and actionable analytics by utilizing Workday, PRISM, and Tableau solutions. Serve as an integral part of Cisco Service cultural transformation to align with large-scale business targets.• Worked on a team that leveraged OpenAI for text extraction and categorization to improve case routing and user identification, leading to improved mean time to resolution by 60%.• Spearheaded process improvements with a transformational program to move Siebel to Service-Now for all HR services, consulting on platform capabilities and applications to service and delivery.• Instituted a process for incident prioritization, response, and mitigation to address case routing, service restoration, and clarity of roles and responsibilities across the organization.• Organized efforts for worldwide COVID-19 vaccine reporting for site entry, hiring compliance, and the ever-changing landscape of requirements, along with privacy and legal concerns.• Work alongside departments in process data analysis to identify anomalies in the data and implement strategic changes.• Execute Lean Six Sigma process analysis to drive process improvement initiatives and optimizations. Complete experiments, propose solutions, and develop roadmaps to correct processes and deploy changes.• Support transparency and efficiency in providing diversity and social program participation metrics enterprise-wide by coordinating efforts to automate ETL and data testing.• Operate within DE&I (Diversity, Equity, & Inclusion) to tell stories to customers and build long-lasting relationships.

Promoted to oversee all Cisco security products evolving into a SaaS-centric business model while utilizing best practices from Duo and umbrella business units, enabling SaaS selling. Led teams through significant change to scale people/processes while meeting demand of Cisco Security. Generated quarterly goals, surveys, and metrics to facilitate measurable improvements in leaders and teams.• Prioritized internal tasks to promote DevOps best practices, resulting in reducing testing and deployment times by 70%, one of the largest successes and implementations to this day.• Implemented Agile development processes, improving time by 75%, from monthly to weekly releases. This led to enabledtransparency for customers, enhanced capacity planning, and adaptability to changing business needs.• Established competency-based hiring and promotional pathways for team members, demonstrating equitable and transparent processes for continuous career planning and team values.

Managed delivery of automation projects around processing service providers and enterprise agreement transactions. Consistently identified change management activities and drove implementations with no disruption to daily operations and workflow.• Oversaw 50 staff across teams encompassing SalesForce, Business Intelligence, Financial Apps, and System Integrations, supporting reaching record sales numbers in 2020 through Robotic Process Automation and fuzzy matching logic.• Developed processes for contractor funding and budget projects, leading to cost savings of $72K per quarter.

Bridged the gap between technical and non-technical team members while driving projects, tasks, and goals to align with mission. Instituted an employee-focused environment to boost morale, meeting one-on-one with individuals to map out career goals.• Facilitated the successful 2019 TV promo, “Points for Pies,” integrating machine-learning image recognition into Domino’s mobile applications, leading to 1.6M new enrollments and 2M new app downloads.• Implemented a new inventory application from the R&D division as part of a 2018 corporate goal, saving approximately $2.1M in labor and $1.4M in food costs annually across domestic stores.• Directed a team of 24 iOS, Android, and automation developers in driving mobile app sales to outpace web sales in Q2 of 2017 and meet annual targets for a 60%+ digital mix for sales.• Functioned as the Product Manager for LaunchDarkly, setting standards and goals that led to a 56% reduction in time to release for critical features while also freeing engineering resources.• Oversaw a team of Data Scientists and Developers in implementing detection data software, saving $100K+ monthly and preventing ~6K fraudulent credit card transactions through online ordering.

Served as the Product and Service Owner for three campus-facing services and nine different IT products, including Service-Now. Delivered high-quality services to over 7K unique customers across multiple campuses. Coordinated document management and video distribution platform management to meet company needs.• Minimized voluntary employee turnover from 80% to 0% YOY through data-driven decision-making, limiting work overload, and fostering staff autonomy, empowering employees to achieve tasks while shifting organizational culture.• Boosted interdepartmental communication through chat rooms, face-to-face customer meetings, and consolidating teams to a co-location, resulting in six to seven fewer hours of meetings per week.• Led large-scale optimizations, such as decreasing time needed for hiring, onboarding, and time off request processes, and won the first ITS process improvement challenge due to efforts and successes.• Started a community of practice for Lean IT and advocated for Agile practices to support value realization by customers and ensure technical solutions meet business needs university-wide.• Deployed Kanban and visual work management methodology to oversee work from various competing stakeholders, leading to improved transparency with customers, increased efficiency in prioritization, and overall completion.

Developed solutions, costing models, and business analysis to provide recommendations for IT solutions and operations technology capabilities to management teams. Led creation of strategic business solutions, combining knowledge of business processes with technical expertise and process improvement facilitation tactics. Drove $17M in hardware cost savings through experiments and data collection, supporting decisions to institute new operations functionality through EOBR implementation within the fleet.

Enabled data-driven decisions that saved $100M annually by constructing new analytical model that recognized bottlenecks, peak utilization periods, and open capacity in the freight network. Produced reports/analyses demonstrating before/after comparisons of Lean Kaizen initiatives, showcasing results to stakeholders, and improving insights into process improvements. Worked with executives to deliver open-ended analytics, guiding decisions at the strategic and operational level to reduce annual expenses by over $5M.

Enlisted - Reserves