BLUE NILE, INC.

DEVELOPING DATA PIPELINES

As a Key stake holder, worked with Core DE team during ETL stage to define the nature and type of data ingestion into table
Various data columns and data type formats needed
Time zone considerations
Data load frequency from Production environment

Analyzing traffic by channel (Paid vs Unpaid), Device, location, demographic, etc.
Customer journey page progression i.e. Visitors > Qualified visitors > First seen/not > page type > add to cart > submit. Intermediate stage conversion reporting as well.

Order Lead-time fulfillment metrics sliced by Product category
Analyzed complete Return order lifecycle and created detailed reporting on it.
Helped improve Order return experience by driving an initiative which recognized more even time stamps of intermediate stages of an order. Return types included - Return for Credit, Exchange, Repair, Resize.
Data pull on Cost and Efficiency stats such as Freight and packaging and Vendor rejections.

Analyzed and reported on complete Customer walk-in and pre-booked appointment funnel. For example: Appointment Time, Check-in time, Wait time, order time, etc.
Detailed reporting on appointment data and Cohort conversion sliced by Product-type, Customer segment, and demand.
Created detailed sales and appointment reporting funnel from Sr.VP to multiple Managers to individual Jeweler.

As a Key stake holder, helped induct:

Chat tool - FreshChat
New CRM platform – Freshsales
Cresta – AI/NLP sales assistance/recommendation tool for CS Agents
Migration from Oracle in-house to Google cloud and eventually to AWS hosted Snowflake.

Independently built entire Analytics and Reporting infrastructure from scratch in spite of challenges around COVID and minimal peer support.
Adapted to COVID situation and helped implement Virtual showroom – it performed great resulting in completely new sales channel.
Helped increase revenue through new customer engagement tools by XX%
Carried out a complex analysis - Per Agent Hire to Profit analysis
Product margin analysis based on product category and how much does each channel(CS/Online/Physical Showroom/Virtual) cost to attain that margin. Showroom obv cost a lot due to Physical present and effectively reduces their profit margin.
On the flip side, having a Physical showroom has seen our sales grow. Cost of maintaining a showroom to sales is 1:4.
Continually helped support this major Business strategy-Increase Physical showrooms through different types of data analysis like ZIP code/Location sales pre and post Physical showroom. In the 2 years – showrooms have grown 3 times.
ML task - What makes an Agent the best salesperson