You've found your unicorn! An applied math, statistics, computer science trifecta. I've spent the last twenty years working on all sorts of data and applied science problems, building frameworks that deliver cogent and actionable insights.
Before we dive in, a quick note on this website. It's designed to deliver an adaptive granularity experience; that is, you select the level of detail.
The team had adopted DVC as a data versioning tool but wasn't able to use it effectively. For example, it wasn't possible to have results simultaneously available for comparison across multiple runtime configurations.
Onboarding -- in particular, setting up a development machine -- had been painful. During the process, it quickly became evident that maintaining a consistently versioned compute environment hadn't been a concern. This was true despite a difficult, deprecation-related refactoring that had taken place prior to my arrival. One place where this solution had the potential to improve performance was during a git push and the subsequent git actions: the existing process required that all the R package dependencies be rebuilt, and it would routinely take fifteen minutes to check in code.
The source code had evolved without discipline. It had been almost a year since the last merge to main, and multiple files, sharing perturbations of replicated or discarded logic, proliferated in the codebase. The prevailing (anti)pattern was to source one variant or another, often haphazardly, into a cascade of R scripts.
The World Health Organization ("WHO") provides polio data through their POLIS endpoints. The availability of data is lagged, and the historical record is more complete than what would be available at the time of a forecast. The WHO uses a record update strategy rather than an append. Thus, records are not immutable. For backtesting purposes, this means that the enduser must take responsibility for maintaining an accurate historical record. Another difficulty with the POLIS dataset is that it is throttled, and data retrieval requires multiple calls to a finicky endpoint delivering records at a mere trickle, only 2000 per call.
In 2022, Conviva made an effort to extend their core business beyond streaming video. The goal was to provide instrumentation as a service. Now, any platform would be able to monitor user state by leveraging Conviva's reporting layer in their software stack. I provided data science support for this effort, including developing interactive tools for visualizing state transitions in arbitrary state spaces.
Reproducibility and data versioning became elevated concerns when Data Science was unable to verify the correctness of production metrics. I built a Scala/Databricks library that enabled caching of incremental results. This decomposed the monolithic production pipeline into smaller stages and allowed other data science users to collaborate from a consistent, shared starting point.
Conviva wanted to participate in an RFP but the rigidity of the existing, monolithic pipeline made it difficult. In particular, the project required exploratory data analysis, redesigning and generalizing the ingestion portion of the existing pipeline, and implementing a scalable, map-reduce variant of the Louvain community detection algorithm in Scala.
Historically, Conviva used third party data to assess the correctness of the household assignments generated by its Stream ID product. Due to missing data, this entailed a problematic matching problem. I reviewed the existing assessment metrics and offered improvements.
Conviva's Stream ID product is tasked with solving a community detection problem. However, the clustering context is non-standard. In particular, the graph used to induce the clustering has two distinct types of nodes: devices and ip addresses. Moreover, the labels associated with the underlying entities of interest are subject to change without notice. There was no ground truth in the production data, so I built a generative model that produced synthetic data.
In early 2020, xCloud was preparing for a GA launch. There was an interest in understanding how beta testers and early adopters were using the system.
Before the GA release, access to the xCloud platform was by invitation only. In all cases, participants were existing Xbox console users. For this cohort of active gamers, one question was if access to xCloud impacted their usage of other Xbox platforms. If so, an estimate of the effect size was also of interest.
ServiceNow wanted to monitor noisy network resource metrics and to do so without generating spurious alerts.
One of ServiceNow's larger customers wanted to know if we could analyze correlated event data and supplied us with a test dataset.
In my interactions with partner teams, computing simple summary metrics was routine. However, computing any statistics more complicated than means and variances was rarely attempted.
In the beginning of 2015, the data scientists on the Bing Experimentation team were loaned out to partner teams to help them prepare their product workflows for experimentation.
The vision was that Bing could help Microsoft product teams adopt a culture of controlled experimentation; that the process need not be reinvented but could be outsourced to an existing experimentation platform. We approached a handful of partner teams, offering our collective support and expertise. We asked only that they commit to running at least one experiment. Of course, first experiments are a lot of work, and it took months to moderize existing engineering workflows and cultivate positive momentum with the stakeholders. Unfortunately, on our side, the engineers' delivery timeline slipped. The self-service, programmatic access to the experimentation platform that had been promised wasn't going to be ready for another six months. We wanted to maintain the momentum that we'd developed with our partner teams, so a coworker and I built a bare bones web-service as a stopgap to buy our engineering team more time.
In late 2014, the Office 365 Customer Intelligence Team wanted to understand their growth trajectory but faced issues with low data quality.
In 2014, Office 365 had just launched, and the Office 365 Customer Intelligence Team needed data science support to help answer their business questions. Top priority: costs associated with customer support tickets appeared to be out of control.
In 2014, the focus of the Office 365 Customer Intelligence Team was triaging customer support tickets, specifically runaway costs.
In 2012, lending Club was a relatively new, and fastly growing, peer to peer lending platform. Using historical data provided by the company, our paper described a method for constructing optimial portfolios of Lending Club loans.
In 2011, Zillow published a proprietary home value index--the ZHVI--a then competitor to the Case Shiller home price index.