Meagan Colbenson

Since shifting into Nordstrom Technology in mid-2020, I have supported full-stack web and enterprise services engineering teams, the Store Hardware Platform team, Technical Program Management and Systems Analyst teams. In that time I have:

• Worked closely with my direct reports to implement measurement and disciplined review of key performance indicators for all systems, implementing monthly reviews to correct any issues quickly.
• Served as the Early-in-Career and Women-in-Tech VP sponsor
• Led teams to sunset Trunk Club Technology applications and platforms, helping to realize significant cost savings for the company with no employee attrition.
• Mobilized the Customer Platform teams to address data issues with the central customer identity repository and implement Nordstrom's first Audience Management platform, a first step in a vision of personalized omni-channel customer experiences.
• Supported the Store Experience Technology team in their multi-year Store POS modernization program. Despite several past failed attempts at modernizing the POS, I have helped with Resourcing Strategy, Product Management and Business Stakeholder alignment to enable iterative delivery of value towards a planned legacy POS deprecation in 2025.
• Directly partnered with our Product Management leads to prioritize a transformational change in our Store Order Pickup operational and technology solutions, resulting in $2.6 million in annual store labor savings and a 66% improvement in customer order pickup times. We are currently looking into extending the same concept to other areas in the store inventory space.

As the Vice President of Engineering for the full Trunk Club Technology organization, I was able to extend beyond the data space and gain experience supporting full-stack web and mobile engineering teams that built and maintained the TC website, Native iOS and Android applications and enterprise back-end services. This time ended up being one of immense change and growth in my leadership skills as I navigated a planned integration of Trunk Club into Nordstrom that was accelerated by the pandemic. I supported the Trunk Club Technology team through the difficult pandemic period of furloughs and integration of the Trunk Club employees into the Nordstrom organization in June of 2020. This involved:

• Maintaining the core team's focus and support for the Trunk Club systems during a period of disruption.
• Extensive confidential organizational design work with senior Nordstrom and Trunk Club executive leadership team.
• Advocating for the Trunk Club team members while helping ensure they were well-placed in the Nordstrom technology organization.
• Executing a complex Change Management plan while maintaining employee morale to reduce attrition and ensure continuity of the Trunk Club business after integration.

Data Services leader with extensive experience managing the implementation and maintenance of end-to-end data platforms. I led the data engineering, centralized reporting, data platform and IT teams at Trunk Club. The Data Services team was responsible for:

• All incoming and outgoing data feeds
• Maintaining the centralized data warehouse
• Supporting data engineering needs for operational data science models
• Maintaining the self-service analytics environment in Tableau
• Building clean visualizations for centralized reporting
• Building and supporting the big data platform on AWS

During my time supporting the Trunk Club Data Services team, I:

• Successfully partnered with a 3rd party consulting company to build and gain approval for the business case for a new big data platform to support the operational data science ambition the company had at the time.
• Supported the data services team through a complete re-platforming program, completing it on time and within budget.
• Hired employees with event-based data platform skills and helped support existing employees to learn new skills.
• Established process to create new source system events to populate the platform and create data objects to support analytical needs across the company.
• Partnered with Data Science to ensure the platform met their needs for building new operational models.

In addition to supporting our expanding Data Services team (including data engineers, program managers and reporting analysts), I began supporting the Trunk Club IT team, who was responsible for help desk, networking, infrastructure and security functions for the company.

• Optimized project timelines by effectively delegating tasks and prioritizing workload among team members.
• Created an agile working environment, enabling rapid response to changing business needs without sacrificing quality or performance standards.
• Established data-driven decision-making processes and implemented best practices in analytics to optimize performance across the organization.

During this time at Trunk Club, I was responsible for management of the BI Program. I started as a Program Manager and was promoted within 6 months to Director of BI. In order to meet the demands of a fast-paced, high-growth business, I established a lean, agile team that operated on weekly sprints in order to provide business value quickly. Some of my duties in this role below.

• Created and maintained an online task management board, weekly communications to stakeholder groups, and I maintained useful reference documentation to support end users (data dictionaries, completed request lists, FAQ’s, etc.).
• Within 4 months of starting with the company, led the creation of operational dashboards that resulted in 20% improvement in operational efficiency in warehouse stocking activities.
• Led the implementation of new SSIS/SQL processes and Tableau data publications that replaced outdated reporting for hundreds of end users.
• Constantly worked to identify manual processes and design and implement solutions to automate them.
• Actively involved in data modeling, solution architecture and data validation, pushing my team to strive for the highest quality deliverables. The BI team supported dozens of internal and external data feeds, hundreds of stored procedures and over 100 Tableau Data publications used for to create over 1,000 dashboards across every function in the company.

At redbox, I managed a team of over 20 full-time and contract developers responsible for the delivery of all reporting and analytics deliverables for redbox and new ventures lines of business.

• Responsible for creation of a request intake form and process to manage incoming requests team now receives over 50 requests per week.
• Led the implementation of a new prioritization, estimation and development process based on agile methodologies.
• Established standard project management tool for tracking development tasks and velocity that enables regular productivity reporting.
• Established several small high-performing agile teams that combined deploy an average of 15 - 20 changes per week.

• Created business and technical requirement documents for business intelligence solutions. Documents included report specifications, data publication specifications, source-to-target mappings, cube data dictionaries and requirements documents, training documentation, etc.
• Responsible for training end users on new reports and analytical cubes; created presentations on data warehousing, self-service cubes and Tableau dashboards. Training efforts were instrumental in gaining business user acceptance of self-service BI at the organization.
• Created data models to aid in data warehouse design and development, worked with source system teams to ensure that data is being recorded in a way to enable reporting and analysis.
• Responsible for all solution testing and data validation before QA resources were dedicated to BI team.
• Built relationships with end users to help gain trust of the BI team and organize requests.

• Worked with business and IT colleagues to gather requirements and create data model to fulfill reporting needs.
• Created enterprise data models, which then were used to generate DDL for deploying schema changes to QA and production environments.
• Created ETL table specifications that include source-to-target mappings, table joins, and business rules.
• Created specifications for data cubes and test cube data.
• Facilitated meetings between ETL project team and IT team.
• Tested data populated through the ETL and work with IT team to correct errors.