(Decorist : 6/19-6/19)
Anytime instrumentation changes were made, different engineers applied different standards of implementation, causing discrepencies in data collection.
Created templatized checklist in Jira (in conjunction with Dir of Data Sci) to improve analytics instrumentation.
(Decorist : 9/18-6/19)
Inherited an engineering budget without a clear inventory of costs and corporate parent wanted company’s Engineering Cap/OpEx (which had never been formulated.)
For whatever reason, prior to my arrival, no one paid attention to engineering costs (AWS, subscriptions, etc.)
I worked with Accounting to create and maintain a budget, revising and reviewing on a monthly/quarterly/annual basis, while also determining Cap/OpEx, and in so doing, found an allocation on P and L leading to $45K/yr savings.
(Decorist : 5/19-5/19)
Realized a key analytics ETL server was a crucial component of the engineering infrastructure and without redundancy.
(Decorist : 3/19-5/19)
Late discovery that new initaitive/partnership was missing a key metrics instrumentation.
Jumped in and instrumented, verifying in Mixpanel. Worked with Director of Data Science to formulate Jira stories breaking down the problem into discrete chunks/units-of-work towards cleaning up/adding new events in the future.
(Decorist : 4/19-4/19)
Realized most users were using mobile devices on the site when Engineering was developing/testing on larger screensizes.
Dug into Google Analytics to identify data pointing to predominance of usage of mobile screensizes.
(Decorist : 3/19-3/19)
Received word that a number of key UXes weren’t rendering for SEO, likely impacting our rankings.
(Decorist : 3/19-3/19)
Given trends in 2018, AWS budget was projected to increase 92%.
As part of the VR work, we found that EC2 instances were running unneccessarily 24/7 so we adapted processes to more efficiently utilize those resources.
(Decorist : 3/19-3/19)
Marketing opportunity showcasing company’s proprietary shop-the-room modeling was four months behind and at-risk after key in-house designer departed and PR client was losing patience.
I took ownership of project management, working with new designer and remote Pakistani VR engineering team, introducing a lightweight process (spreadsheet-based and daily 15m check-ins) in order to get backlog of shop-the-room models modeled and bundled into our VR (Unity-based) design app.
(Decorist : 9/18-12/18)
Inherited a situation where there were incomprehensible 1000+ issues per day in exception reporting software (Sentry.)
Identifed and delegated KR to FE lead to create a daily process to chip away at remediation. Encouraged accountability by having FE lead give status report weekly.
(Decorist : 10/18-12/18)
The business wasn’t confident in ROI on FB marketing spend because FB pixel wasn’t firing (and no one internally was a Subject Matter Expert.)
Worked with a SF-based, non-technical marketing consulting and delegated to a Delhi-based junior frontend engineer to get familiar with FB Pixel.
We went back and forth, encumbered by the 12.4h time difference and lack of holistic understanding about how to best run campaign and test the efficacy of the pixel.
Finally, after weeks of simply not being able to get to “Done,” I jumped in and found the FB Pixel Helper:
With the problem solved, we were able to finally turn up our marketing spend.