Aliza Carpio

As a data driven product leader and technologist in Autodesk's Platform Services Group, focus on priorities that build Autodesk's external tech reputation and internally, work with partners on initiatives that enable development teams to work in a platform way.To scale globally, develop playbooks and operating mechanisms.

• Launched Autodesk's first ever open source site: opensource.autodesk.com that features open source innovations from across the globe
• Based on feedback from internal technologists (voice of the employee): Established “The Write Project”, an internal volunteer community that helps over 4,000 technologists enhance their communication skills via programs, online resources and events
• Established global women-in-tech programs as part of Autodesk Women’s Network that serve over 1,800 technologists (including external partnerships with Girls Who Code, Girl Geek X, #Latinageeks, Grace Hopper)
• Along with executive sponsors, lead the Knowledge Management strategy at Autodesk to enable every employee to store confidential and IP related information in a secure and sustainable manner. (Currently in progress)
• Represent and speak at large scale internal and external conferences: NVIDIA GTC, Game Developer Conference, SIGGRAPH, Autodesk University (AU), Society of Women Engineers (SWE), Anitab.org’s Grace Hopper Conference

As a "side hustle", provide consulting services on developer productivity and experiences to enterprise companies, which include market and internal research, design thinking facilitation and data analysis

• Present insights and strategies to CEOs and other senior leaders
• Past clients include Hewlett Packard and Jones Lang LaSalle (JLL).

A strategy and execution role, created product strategies and executes, with her team & partners, solutions that enable engineers across the globe to work in communities of practice, collaborate in the code, innovate with speed & build with a platform mindset. To scale globally, developed playbooks, worked with finance partners and CTO to secure program budget, built global "influencer" communities and established repeatable operating mechanisms.

• Increased women in tech contribution to open source from zero to 23% (higher than global community average of 8%) in partnership with open source tech leader.
• Led the establishment of Intuit’s first ever open source site which serves as a key gateway to acquiring tech talent.
• 2018-2020, Co-founded the Inner Source movement at Intuit to develop communities of practice where engineers collaborate in the code.This fundamentally changed the way engineers work at Intuit.
• Co-founded Intuit’s Global Engineering Days (GED) that serve over 5,000 technologists across the globe to learn about new tools and processes, as well as develop and deploy features and offerings built in a platform way. In its first year, GED deployed over 220 bug fixes and new offerings into production.
• Co-led the creation of Intuit’s first ever engineering functional onboarding program with Learning and Development and P&P team with the goal of shrinking time of first PR, pull request, from 21 days to less than 10. (Achieved)
• Established formal listening posts to gain community feedback on tech culture programs which enabled the Tech Culture team to iterate on events, processes and approach.

As part of the Consumer Tax Group's (TurboTax) Architecture team, Aliza is Chief of Staff for the Office of the Chief of Architect in Consumer Tax Group. In addition, has 3 focus areas which ladder to the goal of establishing Intuit's tech brand and culture (developer experience); Drive programs that create an environment where engineers do the best work of their lives; Promote technologists, communities (EnterpriseJS) & external programs that build Intuit's tech brand; Program manage key architecture priorities.

• In partnership with Intuit Consumer Group senior leaders, created “DREAM hackathon” to inspire all functions from finance,marketing, legal and development to collaborate and innovate together resulting in over 600 participants from San Diego and Bangalore.
• Co-led the roll out of Github to over 700 software engineers via training and community support programs to ensure successful tool adoption
• Launched first ever Node Day at Intuit India with Microsoft and RedHat to promote adoption of Node.js at Intuit
• Established (5) external tech meetups that are co-led with internal technologists to increase Intuit San Diego’s visibility in local tech community and inspire internal technologists to share their thought leadership
• Established (8) internal “learning communities” in San Diego and Bangalore which are led by technologists for technologists, empowering participants to learn together and form authentic connections

• Co-invented and led “Codechella”, a one week Lean Startup and D4D training and competition for Intuit’s co-op (six month intern) program. During this program’s existence (8 years) , over 10 patents were filed and 4 solutions were deployed to production.
• Co-created the social support strategy on Facebook and Twitter platforms with Customer Success team, which was later adopted as part of agent workflow.
• Lead experiments on FB, Twitter and Pinterest using MVP, minimum viable products, in order to drive TurboTax prospects through the funnel: From Awareness to Consideration and Purchase.

• Co-created and led the “TurboTax Lifeline” event which enabled all functions of TurboTax teams to help customers during tax filing peak times. This effort won the Scott Cook Innovation Award.
• Led the effort that decreased TurboTax customer issues by 75% in the areas of download and install (Windows) by creating a blended team with customer success agents and engineers. This effort saved over $375K during tax filing peak.

• Led effort to “allow customers to file their taxes when they are ready” which led to weekly production releases and resulted in exceeding revenue forecast in the first year of implementation
• As the first product manager at Intuit to launch A/B testing framework for TurboTax, created playbook and documented process so that other teams could launch their own A/B test. The following year, more than 25 A/B tests were run in order to gain incremental revenue for the business.