Portland, Oregon, United States
• Guided multiple project deployments into production by coordinating launch activities across Slack, Track, and Zoom during and before releases, adhering to proper documentation protocols through Service Now and JIRA tickets • Coordinating global initiative to upgrade Servers and Hypervisors by consulting developer teams to build out Run of Show events required to complete scope of upgrade paths, continually refining process and events during initial testing before pilot testing phase • Collaborated with global partners to schedule and oversee hardware refreshes and Monthly Windows patching for PCs, servers, and registers, ensuring seamless operations across locations by securing resources and monitoring health metrics to ensure hardware would be operational for store open • Took ownership of releases while consulting team on proper communication needs, including periodic Track email campaigns and Slack communications ranging from activity status and updates during deployments to socializing changes to business partners 2 weeks prior to deployment • Worked with retail and supply chain partners to create change request tickets tracking production changes in accordance to Nike audit guidelines. Worked with partners to resolve conflicts in scheduling and obtaining all approvals from Integrated Quality Engineers and business VPs to minimize business impacts • Provided training and guidance to partners during Restricted Change Windows to help partners navigate additional requirements for change ticket approval during holiday freezes adhering to Global Technology compliance requirements • Organized comprehensive knowledge transfer sessions and operational resources for SRE and Production Support teams, facilitating the smooth transition for monitoring and supporting new feature rollouts in production environments. Secured training sessions for Windows team when facing network issues with fiscal country printers when facing lack of support from North American resources
• Identified need for dedicated SIT testing environment due to QA testing needs increasing by more than 100% through 2 years of managing trade flow reporting deployments when volume began to strain Storm topology capabilities. Also secured second developer dedicated towards testing requirements for our largest platform as workload increased by volume and features to be implemented • Met with stakeholders to build out scope when deploying SIT environment, organizing resources necessary to support operation and monitoring of health to proactively identify and resolve environmental issues, and streamline scheduling through continuous integration tools (Jenkins, Autosys) to maximize uptime for variety of projects • Held weekly prioritization meeting with stakeholders to understand features to be released in upcoming sprints, working with team developers in daily scrums with testers to overcome impediments in testing with sprint retrospectives after releases, discussing how to improve QA processes with testers • Trained developers to efficiently review data transformation changes in QA and staging environments before deployment to production by utilizing existing templates and tools, using their feedback to improve tools and procure additional resources as needed • Identified data defects utilizing SQL, workbench to inspect Kafka topics and Storm logs to identify topology issues throughout Pub/Sub model, escalating to senior developers as required. Used learnings to create training manuals and Knowledge Base Articles (KBAs) to establish Standard Operating Procedures for developers to follow when troubleshooting future issues • Conducted initial interviews for developer and QA positions, evaluating candidates’ technical and communication abilities before arranging panel interviews with the broader team
• Compiled data files in SmartSheets and Excel to provide strategic information on global contracts to leadership on ad-hoc basis • Provided guidance on regulatory needs and risks for business and contracts utilizing compiled contract database and leadership decisions during Gap-Old Navy split and COVID-19 • Identified negotiation break points based on market research and analytics for category manager use during contract negotiations • Focused on friction points in contract lifecycle management process compiled through interviews with category managers and worked with IT and legal teams to reorganize responsibilities to reduce friction • Worked cross functionally to document and implement changes in the strategic sourcing process to streamline contracting process while maintain inputs from internal business units