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Plaid's APIs sit between thousands of apps and the banks behind them, so a slow or retried request can decide whether someone's payment goes through. That is the kind of backend problem I have spent eight years on, most recently at Stripe, and it is why your Senior Software Engineer opening on the Payments Platform team caught my attention.
At Stripe I cut p99 API latency 42% by redesigning the request-routing layer and adding adaptive load shedding, so traffic spikes degrade gracefully instead of cascading into timeouts. I then led the move of our billing services from synchronous calls to async workers. The hard part was not the queue itself but making every job idempotent, so a retry could never charge an account twice. After the cutover, throughput doubled to 18k requests per second. I also own multi-region failover for the payments path, which held 99.99% uptime through two regional outages.
Before that, at DoorDash, I built the dispatch service behind more than a million daily deliveries and trimmed assignment time 28%. I introduced contract tests across 12 services, which cut integration regressions 35% and made it safer for other teams to ship against our APIs. I work mostly in Go and Python on Kubernetes and AWS, and I mentor four engineers and run our backend on-call rotation and incident reviews. That work has taught me to write postmortems that change the code instead of just describing the outage.
Plaid depends on institutions it does not control, and designing for their failures is the part of this role I would most like to own. I'd welcome a conversation about your payments roadmap and am glad to walk through the billing migration design in detail.
Software Engineer
Bazaarvoice sells to brand and retail marketing teams, a buying committee that reads every nurture email with a professional eye. Your Senior Marketing Manager, Demand Generation role asks for someone who can build pipeline with that audience, and it is the work I have done for seven years in B2B SaaS here in Austin.
As Marketing Manager at BrightCo, I grew marketing-sourced pipeline 3.2x to $14M in two years while keeping CAC flat. Most of that came from fixing the funnel rather than buying more of it. I rebuilt our demand generation flow in HubSpot, with cleaner lead scoring and routing, which cut cost per MQL 38%. I also run a six-person team across paid, lifecycle, and content, and together we lifted MQL-to-SQL conversion 22% by agreeing with sales on what a qualified lead actually looks like.
The program I learned the most from was our first account-based campaign. Sales and I picked a short list of enterprise targets, built plays by buying role, and met every two weeks to review account engagement. It closed nine enterprise logos worth $2.1M in ARR. Before BrightCo, at NovaMedia in Chicago, I scaled paid search and social to $1.5M in annual spend at a blended 4.3x ROAS and started a webinar program that sourced more than 1,200 MQLs in its first year.
I would bring that same partnership with sales to Bazaarvoice's enterprise pipeline. I'd welcome a conversation and am happy to share the ABM playbook and the dashboard we used to run it.
Marketing Manager
Beth Israel Deaconess is a Harvard teaching hospital where ICU nurses round alongside residents and fellows, and that kind of close interdisciplinary practice is what I want for the next stage of my career. I'm a BSN-prepared RN licensed in Massachusetts, CCRN certified with current BLS, ACLS, and PALS, and I'm applying for your Registered Nurse position in the Medical Intensive Care Unit.
For the past six years I have worked in the 24-bed medical ICU at Massachusetts General Hospital, usually caring for two high-acuity patients per shift, sometimes three. My patients are often on ventilators, pressors, and continuous hemodynamic monitoring, and I have gone eighteen months without a medication error. When our HCAHPS communication scores sat at 84%, I led the unit's move to bedside shift report, so families heard the plan at the handoff instead of after it. Scores reached 93%. I also served on our CLABSI prevention committee, where daily line audits and dressing-change checks helped cut central-line infections 30%.
I take charge on night rotation for a 12-bed pod and precept new graduate nurses. Before the ICU, I spent two years on a medical-surgical unit at Tufts Medical Center with five to six cardiac and post-op patients, where stronger discharge teaching and follow-up calls helped cut 30-day readmissions 15%. That floor taught me to catch early signs of decline, which I still rely on.
I would bring those safety habits and steady family communication to your MICU team. I'd welcome the chance to shadow a shift or speak with the nurse manager. Thank you for your time and consideration.
Registered Nurse
Motorola Solutions builds the radios and command center software that 911 centers and first responders rely on, so a slipped dependency is never just an internal problem. Delivering programs where the end user cannot afford downtime is what I have done for nine years, and it is why your Senior Project Manager role stood out to me.
At Accenture I delivered a $6M ERP migration across five business units three weeks early and 8% under budget. I run four concurrent Agile teams, 35 people in all, and have held on-time delivery above 95% for two years. What keeps it working is a single integrated plan, a weekly risk review limited to the top items, and written decisions instead of agreements that live only in meetings. I also cut status-reporting overhead 40% by standardizing dashboards in Jira and Smartsheet, which gave engineers their time back and gave sponsors one place to look.
Before that, at Grainger, I managed a warehouse automation program that lifted fulfillment throughput 22%, and I coordinated vendors and internal teams to launch three distribution upgrades with zero downtime. That work taught me to plan cutovers around the people on the floor, not just the schedule. I introduced a RAID log and change control process there that the PMO adopted across its programs, so every new request had a visible cost in time or budget.
I'm PMP certified, a Certified ScrumMaster, and a SAFe Agilist, and I pick the delivery method to suit the team and the risk. I'd welcome a conversation about the programs your team has planned for next year. Thank you for your consideration.
Project Manager
I built my first Tableau dashboard to answer a question my school kept asking: which ninth graders were quietly falling off track to graduate. After six years teaching high-school mathematics, I'm moving into data analytics on purpose, and the Data Analyst role at Tableau is where I would most like to do it. This is a planned change backed by a year of focused preparation.
Teaching gave me more analyst practice than the job title suggests. Each semester I pulled assessment exports for about 150 students into spreadsheets, cleaned inconsistent section codes, and looked for the skills where whole classes were slipping. I compared instructional approaches across my sections and changed my lessons based on what the results showed, not what I expected. Then I explained those findings to parents, administrators, and other teachers, most of whom had no interest in the word statistics.
Over the past year I added the technical layer. I completed the Google Data Analytics Professional Certificate, practiced SQL joins and window functions on public education datasets, and used Python with pandas to clean and reshape messy CSV files. My main project is a Tableau Public dashboard on graduation trends across local districts, built from state report card data. A local education nonprofit now uses it in its board meetings, and their feedback taught me more about labeling and filter design than any course did.
I know I would be the newest analyst on the team, and I'm ready to learn your data and your standards quickly. I'd welcome a conversation and would be glad to walk through the dashboard and the SQL behind it. Thank you for considering a candidate with a less conventional path.
Career Change
The first time I used Jira was on my senior capstone team, where five of us argued over how to split tickets for a two-week sprint. I'm a recent computer science graduate, and the part of building software I like most is figuring out what users actually need and checking whether we got it right. That is why Atlassian's Associate Product Analyst opening stands out to me.
As a product management intern last summer, I analyzed onboarding funnel data for a 50,000-user app. Writing the SQL myself, I found that most drop-off happened on a permissions screen that asked for access before users had seen any value. I proposed moving that step later in the flow, helped our engineer set up the A/B test, and the new flow lifted activation 12%. I also learned to present a result with its limits: the test ran for three weeks, and I noted that we had not yet measured long-term retention.
My senior capstone was a campus events platform that 800 students used by the end of the semester. I owned user research and the analytics dashboard, ran eleven student interviews before we wrote any code, and tracked weekly active users and event sign-ups so the team could decide what to cut before launch. Coursework in statistics, databases, and human-computer interaction gave me a working base in SQL, experiment design, and usability testing.
I would bring that mix of curiosity and careful analysis to your product team, and I know I have a lot to learn about working at Atlassian's scale. I'd welcome the chance to talk and am happy to share my internship readout. Thank you for considering my application.
Recent Graduate
Your posting says the experimentation team wants to run more tests on bestbuy.com without waiting a month for each read. That is the problem I have spent most of the last two years on at Target, and I would like to bring what worked to your team.
On Target's site search team I have designed and analyzed more than 40 A/B tests on ranking changes. Many of them were underpowered at our usual traffic split, so I added CUPED, using each shopper's pre-period behavior as a covariate, and our typical test length went from 21 days to 14 with the same error rates. I also wrote the readout template the team still uses, which puts the decision and the confidence interval before any chart.
Not every question can be randomized. When merchandising changed prices in one region, I estimated the sales effect with difference-in-differences across 212 stores, checked the pre-trends with the finance team, and they used the estimate to set fourth-quarter pricing. Before Target, I spent three years at Optum building readmission risk models on claims data, which taught me to document assumptions for reviewers who were not statisticians.
I work mainly in Python and SQL, with Snowflake and Airflow, and I am comfortable putting models into production alongside platform engineers. If it would help, I can walk through one of the search tests from design to decision in a first conversation.
Data Scientist
Your Senior Data Engineer posting describes moving legacy SQL Server and SSIS reporting into dbt on Snowflake while keeping the lights on for the teams who depend on it. I finished that same move for claims reporting at Highmark last year, and I would like to do it again with what I learned the first time.
At Highmark we had 140 nightly SSIS jobs that took six and a half hours and failed often enough that actuarial analysts checked their numbers by hand. I rebuilt them as dbt models scheduled in Airflow, migrating one subject area at a time with parallel runs and row-count reconciliation before each cutover. The nightly run now finishes in under two hours. Adding dbt tests and Monte Carlo monitors across the 320 models brought analyst tickets about bad data from about a dozen a month to three.
I also own warehouse cost for our domain. Right-sizing warehouses, tightening auto-suspend and clustering our two largest tables saved about $18,000 a month without missing a refresh. Before Highmark I spent three years at UPMC Health Plan working with pharmacy prior-authorization data, so I am used to the access controls and audit trails that regulated data requires.
I would be glad to talk through how I sequenced the migration and handled the cutover weeks. I am in Pittsburgh and can come downtown whenever suits your team.
Data Engineer
When a voice or messaging platform goes down, your customers' customers notice within seconds, and emergency calls can be part of that traffic. That is why the Platform team's focus on safe, frequent releases stood out to me in your posting, and it is the work I have been doing for the past five years in Raleigh.
At Brightline Payroll I moved 38 services from hand-built EC2 hosts onto Amazon EKS, deployed through Helm and Argo CD. Production deploys went from twice a week to 15 to 20 a day, and because every change now goes through Git, rolling one back takes minutes. I also rebuilt our GitHub Actions pipelines so the median run dropped from 24 minutes to 9, which developers noticed before any dashboard did.
I run our on-call rotation of five engineers. After a rough quarter I replaced noisy host alerts with SLO-based Datadog monitors and wrote runbooks for our recurring incidents, and mean time to restore fell from 70 minutes to 22. Ahead of our first SOC 2 Type II audit I added image scanning and Vault-issued database credentials, and the audit closed with no infrastructure findings. I hold the CKA and the Terraform Associate certification.
I started my career patching servers for the Wake County schools, so I respect the parts of infrastructure that are not glamorous. I would welcome a technical conversation about how your team handles deploys across data centers and cloud.
DevOps Engineer
Most people who practice on Duolingo do it in short sessions, often on a phone, so a lesson that is slow to respond can end the session. I have spent the last four years on a similar constraint: a ticket checkout where a laggy tap during an on-sale costs the fan their seat.
At Keystone Ticketing I rebuilt the seat-map checkout in React and TypeScript. Mobile p75 INP was 420ms during on-sale spikes; after moving expensive work off the main thread and virtualizing the seat grid, it is now 160ms. I also moved our event pages from jQuery to Next.js with server rendering, which brought p75 LCP from 3.9 seconds to 1.8.
Accessibility is part of how I build. When a venue client's audit found problems in checkout, I led the WCAG 2.2 AA fixes, 71 issues in all, including keyboard seat selection that had not existed before, and I now test new components with NVDA and VoiceOver before review. I also maintain our Storybook library of 46 components, which three product teams build on.
My portfolio at samiraziz.dev includes a short write-up of the INP work with the profiler traces. I would be glad to walk through it or pair on a problem from your web team whenever it is convenient.
Front-End Developer
Your posting for a Cybersecurity Analyst on the SOC team asks for someone who can take an alert from Splunk and CrowdStrike and carry it through to containment. That is the work I have done for the past three years at Brazos Health System, where I am a Security Analyst II covering 9 hospitals and about 14,000 endpoints.
Most of our serious incidents start with a phishing email, as I expect many of yours do. Last year a vendor's compromised mailbox sent invoice lures to our finance staff. I traced the sign-ins in Entra ID, disabled three accounts that had entered credentials, purged 1,140 copies of the message and wrote the incident summary our privacy office used for its HIPAA review. Afterward I built a Splunk SOAR playbook for user-reported phish, which brought our median time to a verdict from 40 minutes to 9.
Before Brazos I spent almost three years at a managed security provider watching Sentinel and QRadar for 30 clients. The volume taught me to separate noise from signal quickly; the Cobalt Strike beacon I found in one client's DNS logs taught me to keep looking when something feels slightly off. I have since written 22 correlation searches mapped to MITRE ATT&CK and retired the rules that were wasting analysts' time.
I hold Security+, CySA+ and GCIH, and I would like to bring this experience to a team protecting members' money and accounts. I am in San Antonio and can meet whenever it suits your schedule.
Cybersecurity Analyst
Your IT Support Specialist posting describes hybrid employees on Windows 11 laptops managed through Intune, with ServiceNow as the ticketing system. That is almost exactly the environment I support today at Heartland Plains Credit Union, where I am the second-tier technician for 420 employees in 18 branches and a member call center.
When I started, every new laptop took about half a day of hands-on setup. I moved our fleet of 390 devices onto Autopilot, packaged the teller software and scanner drivers as Win32 apps, and now a new hire's machine is ready in about 45 minutes. I also wrote the PowerShell scripts we use for Active Directory onboarding and offboarding, so a departing employee loses access within 15 minutes of HR's notice. Our auditors asked about that process last spring and had no findings.
Most days are still about the queue. I work 22 to 30 tickets a day and resolve about 81 percent on first contact, and I have written 60 knowledge articles so our Tier 1 desk can close common requests without passing them to me. Two years at an MSP before this taught me to explain a fix to someone who is annoyed and behind schedule, and to leave a ticket note the next technician can use.
I would be glad to talk through how your team handles device rollouts and escalations. I am local and available for an interview any weekday.
IT Support Specialist
Your Mechanical Engineer opening calls for someone who has designed cast and machined parts that carry water under pressure and can hold a tolerance stack-up through production. For the past four years I have done that on centrifugal pumps at Lakeshore Fluid Systems, and I would like to bring it to your flow measurement products.
The project I learned the most from was our new end-suction pump family. I owned the bearing frame and seal chamber across six sizes. Our first design used ductile iron because early FEA showed stress near the limit for gray iron at the mounting feet. I reworked the rib layout in SolidWorks, reran the simulation with the foundry's actual section thicknesses, and got enough margin to switch materials. That saved $18 on every casting. On the same program, a stack-up to ASME Y14.5 on the shaft and impeller fit let the machine shop drop a second operation it had been running on every part.
I also spend a lot of time outside CAD. I run DFMEA sessions with quality and manufacturing, and I traced a recurring seal leak back to trapped air behind the gland plate; the redesign brought warranty returns from 23 a year to 6. Before Lakeshore I designed custom conveyors and supported installations at nine customer plants, which is where I learned to check a drawing against how someone will actually build it.
My portfolio link above has drawings and FEA results from both jobs. I would be glad to walk through any of them with your team.
Mechanical Engineer
Your Charlotte land development group is looking for a Project Engineer who can run multifamily and commercial sites through City of Charlotte and Mecklenburg County review. I have done that work for eight years, and I have held a North Carolina PE license since 2023.
At Catawba Land Design I manage seven to nine active sites at a time. The largest recent one was a 42-acre, 310-unit apartment community with two wet ponds. I laid out the grading and storm system in Civil 3D, modeled the detention in HydroCAD against the Post-Construction Stormwater Ordinance, and the plans cleared city review in two cycles. Since licensure I have sealed 14 plan sets with construction values between $1.2 million and $9.8 million, and I stay on through construction to answer RFIs and review shop drawings.
My first four years were at a smaller firm in Gastonia, where I worked on NCDOT-funded sidewalk and turn-lane projects and wrote erosion control plans for 16 sites. That mix of roadway and site work is useful on projects where the driveway permit and the offsite improvements hold up the schedule. I now supervise two EITs and a CAD technician and review their sheets before every submittal.
I would welcome a conversation about the projects your group has coming up and where I could take work off your senior engineers' plates.
Civil Engineer
Your posting describes members who open the portal only when something has gone wrong with a claim or a bill. That has been my user for the past four years at Northstar Health Plans, and designing for people who arrive worried and in a hurry is the work I most want to keep doing.
The clearest example is our claims status page. Members called member services because they could not tell whether a claim was processing, denied or waiting on them. I ran 14 moderated sessions, found that most confusion came from adjudication terms we had copied straight from the claims system, and rebuilt the page around one question: do I need to do anything? Claims calls dropped 18% the following quarter. The case study on my site shows the two directions we tested and dropped along the way.
I also look after the portal's Figma library, which now has 64 components with high-contrast variants, and I led a WCAG 2.2 AA audit with our front-end engineers that closed 97 of 112 issues before release. Before Northstar I spent three years at an agency, where I learned to test quickly and explain findings to clients who had not watched the sessions.
I would be glad to walk your team through the claims project or any part of the portfolio. I am available most afternoons and can come to Minnetonka.
UX Designer
Most insurance writing assumes the reader already knows what a deductible is. The best pieces on Root's blog do not, and that is the kind of writing I have spent the last four years doing for small business owners who never planned to become payroll experts.
At Tallgrass Payroll I write six to eight long articles a month on payroll tax and compliance. Our in-house CPA checks every one before it runs, which taught me to be exact without being dense. My largest project was a payroll tax guide for every state plus DC. It took most of a year and now brings in about 310 trial signups a month. I also went back through 40 older posts that had stopped earning traffic, rewrote them around what people were actually searching for, and moved 26 of them into the top five results.
Before Tallgrass I was a business reporter at Columbus Business Weekly. The newsroom gave me habits I still rely on: call the source, confirm the number, and write the sentence a busy reader can understand the first time. Those habits seem to fit a company that has to explain insurance to people who would rather be doing almost anything else.
My clips are at graceadeyemi.com, including two of the state guides and a customer case study. I would be glad to take on a short paid test piece if that is part of your process.
Content Writer
The Current's best posts this season have been the ones shot on a phone in the tunnel or at training, not the polished graphics. I have spent the last four years building that kind of content for a retailer, and I would like to do it for a club I already watch at CPKC Stadium.
At Crossroads Outdoor Co. I run organic social for 14 stores and the online shop. When I started, our TikTok had about 2,100 followers. I built a series where store staff test gear on camera, recruited 22 employees into a paid creator program, and grew the account to 58,000 followers with an average engagement rate of 7.4%. Because I set up UTM tagging and a monthly GA4 report, I can also show that social brought in $412K in tracked online revenue last fiscal year.
Game days bring a lot of comments and DMs, and I take that part of the job seriously. I cut our median response time from nine hours to under two, and at my previous agency I handled community management for a USL team and a hospital system, including a complaint thread I caught and escalated within 40 minutes.
I would welcome a conversation about your plans for the coming season. I can also share a short deck of the creator series with the numbers behind each month.
Social Media Manager
Your posting mentions paid search for service lines across several campuses. That is close to the account I run today at Pinnacle Home Services, where the same search for "AC repair" means something different in Cary than in Wake Forest, and the campaigns have to reflect it.
I manage about $62K a month across Google Ads, Local Services Ads and Meta for five branches. Last year I split our search campaigns by service and branch, started importing booked jobs from ServiceTitan as offline conversions, and brought cost per booked job from $148 to $109. I also rebuilt our GA4 and Tag Manager setup from scratch, so the Monday dashboard the owners use now shows spend, calls and revenue by location instead of one blended number.
I know hospital marketing works under rules a home services company never faces. Pixels on pages about a patient's condition raise real privacy questions, and consent has to be handled carefully. I would want to learn how your team manages that before changing anything, and I am comfortable measuring success through appointment requests and call volume rather than platform data alone.
If it would help, I can walk you through how the branch-level campaign structure is built. I am in Raleigh and can meet at your convenience.
Digital Marketing Specialist
Your posting mentions a clinic where more than half of visits are in Spanish and providers expect patients roomed and ready before they open the chart. That describes the last four years of my work at University Health's family medicine clinic, and it is the part of the job I do best.
I room 22 to 28 patients a day for two physicians and a nurse practitioner in Epic, with vitals, histories and medication lists done before the provider walks in. I draw 15 to 20 samples a day, give IM and subcutaneous vaccines on provider order, and document every dose in ImmTrac2; our clinic had no findings on its 2025 Vaccines for Children site visit. I also prepare pre-visit care gap lists, which helped our A1c testing rate climb from 71% to 84%.
Before that, at a three-provider private practice, I handled about 45 prior authorizations a month and brought a three-week backlog down to four days. I mention it because your posting lists referrals and authorizations alongside clinical duties, and I am comfortable splitting a day between both. I hold the CMA (AAMA) and a current AHA BLS card, and I have trained six new MAs on our rooming workflow.
I would be glad to come in for a working interview or shadow shift so you can see how I run a room. You can reach me at (210) 555-0137.
Medical Assistant
Your Meds to Beds program puts a pharmacist at the bedside before discharge, which is where most of the problems I catch in community pharmacy start. After eight years of fixing discharge prescriptions at the counter, I would like to work on them before the patient leaves Riverside.
For the past five years I have been pharmacist in charge at a Kroger pharmacy in Hilliard that fills about 310 prescriptions a day. I supervise two staff pharmacists and six technicians, and our last Ohio Board of Pharmacy inspection closed with no findings. I check OARRS on every opioid and benzodiazepine prescription and called prescribers on more than 60 C-II orders last year. Discharge scripts with missing quantities, duplicate therapy or nonformulary products are a weekly part of that work, and so are the prior authorizations that follow.
I also know how to get time with patients in a busy workflow. In 2025 I completed 212 comprehensive medication reviews and gave 1,140 immunizations during the fall season, while keeping verification on schedule. I would bring that same counseling habit to discharge teaching for anticoagulants, inhalers and new insulin starts.
I have not worked in Epic Willow yet and would welcome the training. I would be glad to talk through how your team handles discharge queue timing and where a community-trained pharmacist can help most.
Pharmacist
Most of the ACL reconstruction patients I discharge are high school and college athletes, and several have come to me after surgery at Vanderbilt. Your posting for a sports medicine therapist who can own return-to-sport testing is the work I have been building toward for five years.
At Results Physiotherapy I treat 11 to 13 patients a day and carry a caseload of about 55, mostly post-op knee and shoulder, spine, and running injuries. With two local orthopedic surgeons I put together a return-to-sport battery that combines hop tests, handheld dynamometry and the ACL-RSI, so clearance decisions rest on numbers the surgeon and the athlete can both see. I track outcomes in WebPT, and my knee patients discharged in 2025 improved a median 24 points on the LEFS.
I earned the OCS in 2024 and have supervised two DPT students as an APTA Credentialed Clinical Instructor. My first two years were in acute care at TriStar Skyline, where I learned to screen carefully, and that habit carries into direct access evaluations; I referred three patients to physicians last year for red-flag findings.
I would welcome the chance to observe a clinic day or talk through how your team runs return-to-sport clearance with the surgeons.
Physical Therapist
Your posting says the practice is adding a fourth hygiene day because the periodontal maintenance schedule has outgrown your current team. That is the part of hygiene I spend most of my week on, and I would like to help you build it.
At Park Dental I see 8 to 9 patients a day on a 60-minute schedule and complete about 12 scaling and root planing cases a month. I am certified in local anesthesia and nitrous oxide in Minnesota and give my own infiltrations and inferior alveolar blocks, so the dentist is not pulled out of a procedure to numb my patients. I chart six-point probing on every adult recare and new patient and flag bleeding sites and pockets of 5 mm or more for your exam.
I have also worked on how findings are presented. When I started showing patients their intraoral camera photos next to their charting, accepted SRP treatment plans in my column went from 48% to 63% over 2024. Before Park Dental I floated between three HealthPartners clinics, so I adjust quickly to a new office's software, sterilization flow and way of running the morning huddle. I have used both Dentrix and Eaglesoft.
I would be happy to come in for a working interview day so you can see my chairside and charting. My schedule is flexible for a Tuesday or Thursday.
Dental Hygienist
Your posting for an evening LPN on the short-term rehab unit asks for IV therapy authorization and experience with hospital transfers. Both describe my current job. For three and a half years I have been the evening charge nurse on a 32-bed post-acute rehab unit at Brookhaven Health and Rehabilitation, and I hold an active Ohio LPN license with IV therapy authorization.
Most of my shift is admissions and med passes. I carry 16 residents, run two passes in PointClickCare, and take in five to seven hospital transfers a week. Reconciliation is where I slow down. Last spring a resident arrived with warfarin listed twice, once by brand and once by generic name. I held the second dose and called the attending, and our DON added an anticoagulant double-check to every admission. I also hang IV hydration for several residents each shift and do wound vac changes with our wound nurse.
Before rehab I spent almost two years on a long-term care hall at Maple Ridge Care Center, passing meds for 28 residents, and I started as an STNA while in practical nursing school at Columbus State. I remember what a good handoff felt like from the aide's side, so I give my STNAs a clear assignment at the start of the shift and check in with each of them halfway through.
I would welcome the chance to shadow an evening shift or meet with your director of nursing. I am available any weekday before 2 p.m. at (614) 555-0142.
Licensed Practical Nurse
El Rio Health's opening for a primary care FNP describes a panel that is mostly AHCCCS and a clinic focused on diabetes and hypertension control. That is the work I do now at Desert Valley Community Health Center across town, and I want to keep doing it inside a larger health center with more on-site support for my patients.
I see 18 to 22 patients a day on a panel of about 1,300. Eighteen months ago only 58% of my patients with diabetes had an A1c under 8%. I started running point-of-care A1c at every diabetes visit so we could adjust medications in the room instead of calling a week later with results, and I got comfortable starting and titrating GLP-1 and SGLT2 agents. That share is now 71%. Sending FIT kits home from every eligible visit moved my colorectal screening rate from 41% to 54% on our UDS report.
Before primary care I spent 18 months as the weekend provider at an urgent care, seeing 30 to 40 patients a shift, and six years as an emergency department nurse at Banner University Medical Center Tucson. That background helps with same-day sick visits: lacerations, abscesses, and deciding who needs the emergency department now and who can be managed in clinic.
I hold FNP-BC certification through ANCC, an Arizona APRN license with prescribing authority, and a DEA registration for Schedules II through V. I would be glad to talk with your medical director about panel expectations and about precepting, which I would like to continue.
Nurse Practitioner
Your opening for a day-shift CNA in memory care is the kind of work I keep asking for more of. For almost two years I have been a certified nursing assistant at Parkway Health and Rehabilitation in Memphis, caring for 10 to 12 long-term residents a shift and picking up extra shifts on our 18-bed secured memory care unit.
Memory care has taught me to slow down. Many of our residents do better with the same aide at the same time each morning, a quiet explanation before every step, and a second try ten minutes later instead of a rushed bath. After finishing the CMS Hand in Hand training I started keeping notes on what works for each resident, like who likes music during care and who needs to be approached from the front, and I pass those along at shift change.
I also watch for small changes. Last winter one of my residents was more confused than usual and barely drinking. I filled out a Stop and Watch form and told the charge nurse, and she was treated for a urinary tract infection early. I chart every ADL in PointClickCare before I leave, and I am comfortable with Hoyer and sit-to-stand lifts.
My Tennessee Nurse Aide Registry status is active and my BLS is current. I would be glad to come in for a working interview on your memory care unit. You can reach me at (901) 555-0127.
Certified Nursing Assistant
IU Health Methodist's posting for an IV room technician lists PTCB's CSPT as preferred and includes chemotherapy compounding in the rotation. I earned my CSPT in 2024 and have prepared hazardous drugs for the inpatient oncology unit at St. Brendan Medical Center for the past two years.
On a typical day shift I prepare 90 to 120 sterile products: IV antibiotics, electrolyte riders, insulin drips, and pediatric syringes, each scanned and photographed in DoseEdge for pharmacist verification. In our USP <800> buffer room I use closed-system transfer devices and follow the hazardous drug garbing and deactivation steps the same way every time. I have passed every gloved fingertip and media-fill test since 2022, and I helped count the Schedule II vault for our 2024 DEA biennial inventory.
Before the hospital I spent two and a half years as a certified technician at a 24-hour Walgreens, entering and filling 350 to 450 prescriptions a day. Retail taught me to keep accuracy up at volume and to clear an insurance rejection with one phone call. It still helps when I cover the Pyxis refill route and need to resolve a discrepancy with a nurse before shift change.
I am licensed by the Indiana Board of Pharmacy and available for day, evening, or rotating weekend shifts. I would welcome a chance to meet your sterile compounding supervisor or complete a hood skills check.
Pharmacy Technician
Your posting asks for an analyst who can own the monthly forecast and write variance commentary that segment leaders actually read. In a distribution business, where a quarter point of margin is a large number, that commentary has to explain the cause and not just restate the gap. That is the part of FP&A I have spent the last four years on at Catawba Industrial Products.
Each month I send our CFO a variance package with price, volume, mix and material cost bridges for three plants, due by workday 6. During a Q3 forecast review, the freight line looked too flat against shipment volume. I traced it to a carrier rate increase that never made it into standard cost and found a $1.9M accrual shortfall before the quarter closed. Last year I also rebuilt our 13-week cash forecast in Power BI on NetSuite and bank data, and the average weekly error came down from 9% to 3% within six months.
Before Catawba I spent almost three years at Piedmont Freight Logistics building lane profitability reports that sales used to reprice 31 lanes running below cost, so I am used to handing analysis to people outside finance and seeing whether they act on it. I work daily in Workday Adaptive Planning, SQL and Excel, and passed CFA Level I in 2021.
If it would help, I can walk you through a redacted version of one of my monthly bridges. I am in Charlotte and can come to your office any weekday.
Financial Analyst
Your posting mentions job costing, certified payroll for public projects and a controller who wants the close done earlier. Those are the three things I handle every month as the only bookkeeper at Sandia Mechanical Services, a 42-person contractor here in Albuquerque.
When I started there in 2021, job costs were tracked in a spreadsheet the owners updated when they had time. I set up projects and phases in QuickBooks Online so labor and material post to about 60 active jobs as they happen, and the owners now review job margins at the monthly meeting instead of at year end. I run biweekly payroll in Gusto, prepare certified payroll reports for our public school work, file gross receipts tax monthly, and close by workday 8. I also brought receivables over 60 days down from $212K to $88K by moving progress billing to a weekly schedule and calling customers on day 31.
Before Sandia I kept books for 14 small businesses at a bookkeeping and tax firm, including a two-year cleanup for a restaurant that had fallen behind. I hold the Certified Bookkeeper credential from AIPB and am a QuickBooks Online ProAdvisor.
I would be glad to come by and look at how your books are set up today. I can usually meet after 3 p.m. on weekdays.
Bookkeeper
Many of the customers I help at my window each week are Hmong-speaking families from the East Side who also hold accounts at Affinity Plus. Several have told me they would bank in one place if someone there could explain a check hold or a CD in Hmong. I would like to be that person at your branch.
I have been a teller at Midway Community Bank since January 2025. On a normal day I handle about 110 lobby and drive-up transactions, and I balanced within tolerance on every shift last year. The three small variances I had were each under $10 and traced before close. I file CTRs on cash over $10,000 and bring anything that looks like structuring to our BSA officer. Last spring I stopped a $2,400 altered payroll check after the ID didn't match and the payee line looked altered; my manager confirmed it was fraud.
I also referred 64 customers to our personal bankers in 2025, and 23 of them opened a CD, HELOC or business account. Before banking I worked the service desk at Cub Foods for two years, where I sold money orders, cashed payroll checks and counted down the registers at close. I am also a Minnesota notary.
I would welcome a chance to talk about the opening, and I am available for an interview on any weekday afternoon.
Bank Teller
For five years I have competed with Sysco reps for the same independent kitchens north of the river, so I know which Northland accounts buy on price, which buy on service, and which have been waiting for someone to help them fix their food cost. Your opening for a Sales Consultant in that territory is the one role I would leave Heartland Fresh Foodservice for.
I run a territory of 68 restaurant, bar and catering accounts across Clay and Platte counties, about $4.3M in annual sales. Over the last three years I grew its weekly gross profit from $14,900 to $18,600, mostly by adding lines to accounts I already had rather than cutting price to win new ones. Last year I opened 17 new street accounts, including a six-unit taco group I moved over after walking the owner through cost per plate on his top ten items.
Before sales I spent almost four years as a kitchen manager at Westport Smokehouse, ordering from three distributors. That is why my calls usually start with a product cutting or a menu costing sheet instead of an order guide, and why 11 of my accounts switched to a portioned chicken program. I also watch credit closely; my past-due receivables have stayed under 2% of sales.
I would be glad to ride along with one of your consultants for a day or meet you at the Olathe office. My ServSafe Manager certification is current.
Sales Representative
Your team's listings in Clintonville and Worthington are the ones I study when I prepare my own pricing, so when your Listing Agent opening came up I wanted to make the case directly. I have spent eight years in residential sales in Franklin and Delaware counties, and I want the next part of my career to be mostly listings.
In 2025 I closed 18 sides for $5.9 million in volume and $151,400 in GCI. Ten of those were listings, and they sold at 99.1% of list price on average. I price from a Cloud CMA built on MLS comps, walk the house with the seller before I send a number, and tell them early when a price will not hold. That conversation has kept my price reductions rare.
About 61% of my closings last year came from past clients and people they sent me, which I track in Follow Up Boss with a quarterly contact plan. That base comes with me. I also keep clean files in dotloop and have had no compliance holds in two years, so your transaction coordinator would not be chasing me for documents.
I would welcome a conversation about how your team splits listing and buyer work and what a first year would look like. I can meet any weekday morning at your Worthington office.
Real Estate Agent
Last December I bought a gift at your store and watched an associate wrap it while she helped the next customer find a size in the back. That kind of service is what I want to learn, and it is why I am applying for your Sales Associate opening.
For the past two years I have worked at Old Navy, where I run the register, the fitting room and online pickup orders. On a busy Saturday I ring up well over a hundred transactions, and in 2025 I opened 58 store credit card accounts, the third most among our part-time associates. Last fall my manager asked me to train six seasonal hires on the register and the fitting room. Before that I was a cashier at Hy-Vee through high school, where I checked out about 30 customers an hour and balanced my drawer on every audited shift.
I also speak Spanish, and I am often the associate called to the front when a customer is more comfortable in Spanish. I would like to bring that to a store where associates spend more time with each person.
I am taking business classes part time at Metro, so I am available weekday evenings after 4 p.m., all day on weekends, and full time during the holiday season. I would be glad to come in and talk with you whenever it suits your schedule.
Retail Sales Associate
Your posting mentions a run of medical office and school work in north Fort Worth, which is most of what I have built over the last six years. I am a Texas-licensed journeyman electrician, and I am looking for a lead role where I run the crew on a job from rough-in through final.
At Tarrant Commercial Electric I set and terminated a 1,200 amp 480Y/277V service with six panelboards and two 75 kVA transformers for a three-story medical office building. I ran the EMT and rigid feeders on a 186,000 square foot tilt-wall warehouse and wired a 38-classroom school renovation with nLight controls during summer break, when the schedule had no slack. On my jobs in 2024 and 2025 we passed 41 of 43 City of Fort Worth inspections the first time.
For most of that time I have run two apprentices. I lay out the day, check their conduit and box fill against the NEC 2023 tables, and have them do the bends while I watch rather than doing it for them. I came up through the IEC Fort Worth/Tarrant County program myself and know what a good journeyman did for me.
I hold a TDLR journeyman license and OSHA 30, and I can start with two weeks notice. I would be glad to walk one of your current sites with you or your superintendent and talk through how you run your crews.
Electrician
Your Diagnostic Technician opening is the job I have been working toward for three years. At my current store the no-starts, network faults and intermittent electrical problems already come to my bay, and I want a shop that treats that work as a role rather than something squeezed between maintenance tickets.
I have been at Brookside Toyota in Tulsa for nine years, starting in the express lane after the T-TEN program at OSUIT. I have been a Toyota Master Technician since 2022 and I hold ASE A1 through A8 plus L1. Last year I flagged 2,612 hours against about 2,050 clocked, and I had 11 comebacks on 1,940 repair orders.
A recent example: a RAV4 Hybrid with several communication codes had been through two other bays. Using GTS+ and a PicoScope on the CAN lines, I found a chafed harness under the driver's seat track, repaired it to Toyota's wiring spec, and the car has not been back. I also did 23 of the Tundra V35A engine replacements in the 2024 recall with no returns.
I plan to sit for the Master Diagnostic Technician exam this winter. I would be glad to come by the shop, meet your foreman and talk about how you dispatch diagnostic work.
Automotive Technician
Your posting says the Whitestown building moves to Manhattan Active WM next spring and that the new operations manager will own peak readiness during the cutover. Holding rate through a system change is the part of this job I most want, and it is work I have done.
At DHL Supply Chain in Plainfield I run a 540,000 square foot consumer goods site that ships about 38,000 cartons a day, with five supervisors and 190 associates on two shifts. In 2023 I led a re-slot of 2,300 fast-moving SKUs and rebalanced our pick zones in Manhattan, and units per labor hour went from 112 to 131 over the next 14 months. We held on-time shipping at 99.2% through the last two peaks while bringing in 140 seasonal associates from two agencies.
Safety is the other number I would bring with me. Our recordable rate was 4.1 when I took the building and 1.9 two years later, mostly from daily huddles, forklift refreshers and a near-miss board that supervisors review every shift. Before DHL, I spent five years supervising inbound at Kenco, where I cut dock-to-stock time from 31 hours to 18.
I live twenty minutes from Whitestown and could walk your floor any weekday. I'd be glad to bring my last two peak labor plans so we can talk through how they would apply to your cutover.
Operations Manager
Riverbend's posting describes a generalist for a 600-person plant on three shifts who spends most of the day on the production floor. That is how I have worked for four years at Platte Valley Manufacturing, where our two plants run around the clock and most of my questions arrive at shift change.
Much of my week is leave and accommodation work. Last year I handled 95 FMLA cases and 18 ADA accommodation requests in UKG Pro, working with our disability carrier when leave and short-term disability overlapped. I also rebuilt our I-9 process after an internal audit found errors in 41 of 600 files. We moved to E-Verify, retrained the supervisors who collect documents on nights, and passed the re-audit in 2024 with no findings.
I ran 27 employee relations investigations in 2025, from harassment complaints to pay disputes, and wrote each one up for plant leadership and counsel. On retention, our production hires were leaving at 38% within 90 days. I rewrote orientation, added supervisor check-ins at 30 and 60 days, and brought that to 26%. About a third of our workforce prefers Spanish, so I run orientation and open enrollment sessions in both languages, and I noticed your posting lists Spanish as preferred.
I would welcome a chance to talk about your leave volume and onboarding plans, and I am glad to tour the plant on any shift.
Human Resources Generalist
Your posting says Palisade plans to hire about 45 account executives, SDRs and customer success managers over the next twelve months, with one recruiter owning most of those reqs. I closed 61 hires last year on a desk that looks a lot like that one, and I would like to do it for a team that is building its sales org now.
At Summit Ridge Software I carry 18 to 24 open reqs across sales, finance and customer success in Greenhouse. The biggest change I made was on account executive roles, where time to fill had drifted to 52 days because feedback sat for a week after each interview. I agreed a 48-hour feedback rule with our sales leaders and built scorecards for every stage, and median time to fill came down to 38 days. My offer acceptance rate is 91%, mostly because I settle compensation range, start date and competing offers at the first screen.
About 40% of my hires come from my own sourcing in LinkedIn Recruiter and Gem, which let us end two agency contracts worth $180,000 a year. Before moving in-house I spent three years at Robert Half placing accounting contractors, which taught me to move quickly and to close.
If it would help, I can walk you through how I would set up intake and scorecards for your first five AE reqs.
Recruiter
Your posting says the claims team wants to move disability intake off a set of manual handoffs and into a single workflow, and that the analyst will own the current-state map. That is close to the work I have done at Associated Bank for the past three years, on commercial loans instead of claims.
When our lending group started rebuilding loan origination on nCino, I mapped the existing booking process in BPMN 2.0 with the processors who did the work. The map showed nine handoffs and three places where the same data was keyed twice. The future-state design removed most of them, and average booking time has dropped from six days to three and a half. I then wrote the user stories and acceptance criteria for two Scrum teams and ran UAT for three releases.
I also check data before I trust it. Before our migration I wrote SQL against the loan tables and found 2,300 records with missing industry codes, which we corrected before cutover instead of after. Earlier, at Brady, I spent two years in order management before becoming an analyst, so I know how it feels to use a system that was designed without asking the people who run it.
I would be glad to walk you through the loan booking map and how we got sign-off on it. I am available most afternoons and can share redacted samples of my user stories and test cases.
Business Analyst
Your posting describes an outbound desk moving a mix of LTL and truckload out of Memphis-area facilities, with the coordinator owning carrier performance reporting. I book 35 to 50 of those loads a day at Tri-State Home Furnishings, and the carrier scorecard I built there is the part of my job I would most like to keep doing.
When I started, our on-time delivery was 91.4%. I began scoring our 40 routing guide carriers every month on pickup, delivery and tender acceptance, shared the results with each carrier's rep, and moved two lanes that kept running late. We finished last quarter at 96.8%. On the cost side, I audit every invoice against the rate confirmation. That caught $62,400 in 2025 in duplicate accessorials and wrong freight classes, and setting dock appointments in our WMS brought detention from about $4,100 a month to $1,300.
Before Tri-State I spent almost three years covering loads at a brokerage, so I know what a carrier needs from a shipper to say yes to a tender: accurate weights, realistic appointment times and quick answers when something goes wrong. I passed the ASCM CLTD exam last year and use MercuryGate daily, so I expect your TMS will be quick to learn.
I would welcome a chance to talk through how I set up the scorecard. I can send a blank copy of the template ahead of time if that would help.
Logistics Coordinator
The posting for this role mentions quarterly board and audit committee materials, heavy travel to operating sites, and a calendar that needs to be managed as closely as the budget. I have spent the past five years doing that for the CEO of Piedmont Fiber Networks, and I would like to bring it to a finance leader.
Each quarter I build our board book in Diligent for nine directors. I set the section deadlines with six department heads, chase the late ones, check page numbering and version history, and publish seven days before the meeting. In five years we have not missed that date. Day to day I run a calendar of 35 to 45 meetings a week across three time zones and reconcile the CEO's Concur card each month without a rejected report.
Travel is where planning gets tested. On a five-city investor roadshow last year, two connecting flights were cancelled on the same afternoon. I had rebooked the CEO, moved a dinner by an hour and told both hosts before he landed. I also keep the executive committee minutes and hold files that only the CEO and our General Counsel can see, so I understand how an office handling earnings or deal information has to run.
I would welcome a conversation about how your CFO likes to work and what the first quarter in the role would need to cover. I can be available on short notice.
Executive Assistant
Your posting asks for an analyst who can own marketing attribution and explain it to the people who control the budget. For the last two years that has been a large part of my job at Zillow, and it's the work I'd most like to keep doing.
At Zillow I built the attribution model our growth marketing team now uses to plan spend. The first quarterly readout moved $1.2M out of two channels that looked efficient on last-click and into ones that held up under a holdout test. The model itself is SQL and dbt on BigQuery with a Python layer for the weighting, but the part that took longest was the readout: I rebuilt it three times until the channel managers could see their own numbers in it and stop arguing with the method.
I also run most of our experiment analysis. I've designed and read out more than 30 A/B tests, and I built the funnel dashboard in Looker that about 40 product managers check each week, which cut the one-off requests coming to my team roughly in half. Before Zillow I spent two years at Redfin automating KPI reporting and segmenting listings data, so I'm comfortable with messy source tables and with being the person who has to say a number is wrong.
I'd be glad to walk through the attribution model and what I'd do differently with Expedia's booking data. Thank you for your time.
Data Analyst
Glossier's brand lives or dies on small details holding up across packaging, social and retail, and your Senior Brand Designer posting asks for someone who can keep that system consistent while still making new work. That's the balance I've been working on for the last five years.
At Wieden+Kennedy I've led the visual identity on three national campaigns. The case study at the top of my portfolio shows one of them from the first type tests to the final social cutdowns, including the version the client rejected and why the second round worked better. On the same account I built a design system of type, color and layout rules that six product teams now use, which shortened our handoff to developers by about a third and cut down on the off-brand one-offs that used to reach launch.
Before that I spent almost three years in-house at Etsy, so I know the rhythm of a brand team that ships every week: seasonal email campaigns, social templates, and a seller-onboarding redesign we tested against the old flow. That project is the second case study, and it's the one I'd point to for the posting's emphasis on working closely with growth and product partners.
I'd welcome the chance to talk through either project and hear where the brand is heading next. Thank you for taking a look at my work.
Graphic Designer
Your Senior Accountant posting asks for a licensed CPA who can own a set of balance sheet accounts through close and audit with little supervision. I'm a Texas CPA, and for the past five years I've owned GL accounts carrying about $40M in balances at Texas Instruments.
The work I'm proudest of is our close. When I joined, the team closed in eight business days, mostly because bank and intercompany reconciliations were done by hand in Excel after the books were nearly final. I set up automated matching rules in NetSuite for the high-volume accounts, moved the manual reviews earlier in the calendar, and we now close in five. Those accounts have come through three annual audits with no adjustments.
I also built the variance templates our FP&A partners use during review. Last year one of them flagged a customer billing error of about $220K before quarter-end, which we corrected before the numbers went out. Earlier, at Deloitte, I prepared journal entries, reconciliations and audit workpapers for twelve mid-market clients, which gave me a feel for how auditors read support and what makes them come back with questions.
I'd be glad to talk about how I'd approach your close calendar. I'm also working toward the CMA and can share where I am in that process. Thank you for your consideration.
Accountant
Buying a car online means customers call you when something about the biggest purchase of their year is late or unclear. Your Customer Advocate posting asks for bilingual reps who can handle those calls calmly and own them to the end, and that describes my work at both Chewy and Verizon.
At Chewy I take about 60 phone, chat and email contacts a day in English and Spanish. I keep a 96% CSAT and resolve 88% of issues on the first contact, and I've done that while bringing my handle time down, mainly by building a library of chat macros the rest of the team now uses. I've also trained six new hires and written 14 help-center articles for the questions we were answering over and over.
Before Chewy I spent two years on Verizon's billing and retention line. One call I still think about was a customer who had been double billed for three months and was ready to cancel four lines. I walked through every statement with her, got the credits approved on that call, and set a follow-up for the next billing date so she didn't have to call us. She stayed. Calls like that were most of my month, and I saved 30 or more accounts in a typical one.
I work comfortably in Zendesk and Salesforce Service Cloud and am available for any shift, including weekends. I'd be glad to talk about the role.
Customer Service Representative
Mid-market buyers of background screening software usually have several stakeholders: HR, recruiting, legal and finance all get a vote. Your posting for a Mid-Market Account Executive asks for someone who can run that kind of multi-threaded cycle, and that's how I've closed most of my business at HubSpot.
In 2024 I closed $2.4M in new ARR, 134% of quota, and I've made President's Club two years running. Most of that growth came from bigger deals rather than more of them. I stopped selling single-team contracts where I could and started mapping every department that would touch the product, which raised my average deal size by more than a third. I also source most of my own pipeline; last year I built about $6M of it outbound, so less than half of my deals start as inbound leads.
The change that mattered most was qualification. My win rate was 21% when I started using MEDDIC seriously, mainly because I was carrying deals with no economic buyer. Disqualifying those earlier freed time for the ones that could close, and my win rate is now 29%. I started as an SDR at Zoom and spent two years in territory sales before that, so I'm comfortable doing my own prospecting and working a full cycle in Salesforce, Outreach and Gong.
I'd welcome a call to walk through my numbers and how I'd build pipeline in your mid-market segment.
Account Executive
Third grade is the year reading gaps either close or start to follow a child, and your posting's focus on structured literacy is why I'm applying for the mid-year opening. I hold an Ohio teaching license with a Reading Endorsement, and I've taught third grade in Columbus City Schools for the past seven years.
My reading block runs on small groups built from i-Ready diagnostics and weekly running records. I'm Orton-Gillingham trained, so students who are still decoding get explicit phonics work every day while the rest of the class moves through the core texts. Two years ago that approach took my class from under half to about two thirds proficient on the spring reading assessment, and I've since shared the grouping routine with my grade-level team through the PLC I lead.
I also put real effort into families. When I started at my current school, only about 60% of my families came to conferences. I began offering early morning and evening slots, video calls, and a Spanish interpreter by request, and attendance has been around 90% since. Those relationships make the harder conversations, about attendance or a possible IEP referral, go much better.
I would welcome the chance to visit Dublin, talk with you about the class I'd be taking over, and teach a sample lesson if that's helpful.
Teacher
Supporting researchers means their calendars fill up with grant deadlines, committee meetings and travel that can't slip. Your posting for a Senior Administrative Assistant in the Clinical Research Division asks for someone who can keep several of those schedules straight at once, which is what I do now for two vice presidents at Starbucks.
I manage both VPs' calendars and travel, and I schedule and run logistics for 30 or more cross-team meetings and offsites a year. When I started, expense reimbursements were taking about ten days because receipts came in by email in every format. I set up a single Concur submission routine with a checklist and a weekly reminder, and turnaround is now three days. I also own our $120K office budget and the vendor accounts behind it, and I renegotiated our supplies contract last year for a 12% savings.
Before Starbucks I was an administrative assistant for a 20-person department at Nordstrom, and my first job was at the front desk of a six-provider clinic at Swedish, scheduling patients in the EHR and handling up to 80 visitors a day. That clinic work taught me how much confidentiality matters and how to stay polite when the schedule is falling apart.
I'm comfortable in Microsoft Office, Google Workspace, Concur and Asana, and I hold MOS certifications in Excel and Outlook. I'd be glad to talk about how I could support your team.
Administrative Assistant
Duolingo is one of the few consumer apps where the habit is the product, which makes the Senior Product Manager, Growth role the kind of problem I most want to work on. For the past five years I've worked on new-user activation and retention at Spotify, most recently leading the onboarding team.
The project I'd point to first started with a retention curve we couldn't explain. New users who skipped the taste picker in onboarding were retaining better than those who completed it. I ran interviews with over 40 of them and found the picker felt like homework before any music played. We cut it down to a single step, moved the rest into the first week of listening, and dropped two features the roadmap had promised to make room. The A/B test ran across about 2M new users and lifted activation 17%.
I've also shipped work closer to revenue: a referral program that now brings in about $9M a year, and at Squarespace a pricing-page redesign that moved trial-to-paid conversion by 8%. I write my own SQL, instrument features before launch rather than after, and I'm used to working with a small engineering and design group where the PM is also the person who says no.
I'd be glad to talk about how I'd approach early retention for learners, and to hear which metric your growth team cares about most this year.
Product Manager
Your Traffic & Technology internship mentions signal design, ITS work and AutoCAD. For the past year I've been working on the counting side of transportation as a student employee at UNL Parking and Transit Services, and I'd like to spend next summer learning how that data becomes a design.
I'm a junior in civil engineering at the University of Nebraska-Lincoln with a 3.4 GPA. At Parking and Transit I run occupancy counts in eleven campus lots twice a week and enter them into the department's Excel tracker. Last spring I added a summary sheet that showed two east campus lots were consistently under half full at 10 a.m., and my supervisor used it this fall when moving about 120 commuter permits.
In my engineering graphics course I drew a site plan for a small residential lot in AutoCAD Civil 3D, including a grading plan and a storm sewer profile, and I'm taking Transportation Engineering this semester. Our first project is a level-of-service analysis for 27th and Vine Street, using turning-movement counts my group collected over two mornings. Outside class I'm the hull construction lead for UNL's ASCE concrete canoe team, which means keeping a build schedule for eight people and a lot of sanding before the spring regional competition.
I'm available from mid-May through mid-August and can work in Lincoln or Omaha. I'd welcome a chance to talk, and I plan to stop by Olsson's table at the next engineering career fair.
Internship
Hospital payroll has its own rules: shift differentials, on-call and call-back pay, and nurses who work three different units in a pay period. Your Payroll Specialist posting asks for healthcare payroll experience, and I have seven years of it from Truman Medical Centers (now University Health), where I was one of four specialists on a biweekly payroll of about 4,800 employees.
In early 2022 I left to care for my mother after a stroke. She has since moved into assisted living, and I'm ready to return full time. During those years I ran payroll for her two home-care aides as a household employer, filing W-2s and Schedule H each year, and this June I earned the Fundamental Payroll Certification from PayrollOrg. I also completed PayrollOrg's 2026 payroll tax update course, which covered the new W-2 reporting for qualified overtime.
At Truman I handled the nursing and support services units. Before each payroll closed I compared Kronos time data against Lawson and chased down missed punches and unapproved overtime, and I built an exception report that cut our off-cycle manual checks from about 40 a pay period to under 15. I also balanced quarterly 941s and helped reconcile W-2s at year end, and I wrote the desk procedures our team used after we converted to Lawson in 2018.
I know your systems may differ from the ones I used, and I learn new ones quickly. I can start in October and would be glad to talk about the role.
Career Gap
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