Location: New York City
Remote: Yes
Willing to relocate: No
Technologies: SQL, PostgreSQL, Redshift, S3, RDS, EC2, Python, Ruby on Rails, Apache Airflow, Luigi, Terraform
Résumé/CV: https://drive.google.com/file/d/1NEF6bsmI_elh43KfK0k1jN1k4sfSjUaL/view?usp=sharing
Email: [email protected]
LinkedIn: https://drive.google.com/file/d/1NEF6bsmI_elh43KfK0k1jN1k4sfSjUaL/view?usp=sharing
About Me:
I've been in tech and startups for 10+ years and have additional tech and ops experience going back further. Most recently, I have spent time in Product-focused roles, but I have also done some dev work...mainly related to Data. What I'm most interested in are roles in high-growth teams where I can contribute in multiple ways and work with senior leadership. I'm open to various leadership roles including: Product Manager, Operations Manager, Engineering Manager, other...
Same here. I once had a boss tell me that he never had anyone that he reviewed that had a larger range of good/bad feedback for/about. When I liked my projects and was engaged in the work, I was kicking ass. Otherwise...causing trouble. The solution that I've found is to try to always stay in roles where I really feel engaged and useful.
At best, I've seen a few instances where very (very) small consulting firms may internally adhere to this and then just bill a client whatever they feel the appropriate amount(s) are for their work, split out into chunks of hours on invoices, so as to give the appearance to the clients that the billable model is in effect.
About Me:
I've been in tech and startups for 10+ years and have additional tech and ops experience going back further. Most recently, I have spent time in Product-focused roles, but I have also done some dev work...mainly related to Data. What I'm most interested in are roles in high-growth teams where I can contribute in multiple ways and work with senior leadership. I'm open to various leadership roles including: Product Manager, Operations Manager, Engineering Manager, other...