Jeremy Parkinson

• Owned and designed end-to-end architecture for large-scale flight supply data platforms handling multiple terabytes per week, spanning real-time ingestion, S3-based data lakes, Redshift analytics, and downstream AI/LLM consumption.

• Built and led the organization’s first dedicated Operational Excellence function, supporting multiple product and platform teams across Partner Connectivity. • Managed and mentored a distributed team of full-time engineers and contractors; established hiring plans, operating model, agile cadence, and delivery standards from the ground up. • Owned org-level DevOps and Operational Excellence initiatives spanning reliability, incident management, security SLAs, operational metrics, and delivery health. • Designed and delivered an executive-facing Operational Excellence dashboard aggregating data from Jira, Datadog, ServiceNow, finance systems, and internal tools, providing leadership with clear visibility into organizational health. • Regularly partnered with Engineering Managers, Directors, Senior Directors, and VPs to prioritize reliability investments, unblock cross-team initiatives, and drive continuous improvement • Instituted quarterly game days and structured improvement forums that increased cross-team accountability and reduced operational backlog. • Ran bi-weekly Operational Excellence reviews for senior leadership, tracking progress, risks, and systemic issues across the organization.

• Served as the technical owner for ambiguous, high-risk data problems, architecting durable and scalable solutions from ingestion through consumption. • Led the deprecation of a legacy MySQL-based data flow in favor of a centralized data lake, designing a new pipeline using Kafka Connect, Kafka Streams, Avro schemas, Hive, and AWS, achieving compliance and saving approximately $100K annually in cloud costs. • Designed and built data flows and dashboards powering multiple Querybook views, enabling business and product teams to make real-time, data-driven decisions based on customer interaction and search behavior. • Served as a cross-functional technical lead, partnering with product, analytics, and platform teams to ensure data correctness, reliability, and performance at production scale.

• Recruited to lead the end-to-end migration of the Cruise team’s technology stack from an on-premises data center in Toronto to AWS. • Designed the migration strategy from the ground up, partnering closely with application and infrastructure teams to understand existing systems, explain architectural decisions, and ensure long-term ownership post-migration. • Built fully automated CI/CD pipelines as part of the migration effort. • Executed the migration using parallel stacks and advanced networking strategies, completing the transition with zero downtime.

• Led DevOps efforts for the Activities line of business, owning reliability and delivery for high-traffic, customer-facing applications. • Designed, built, and maintained fully automated CI/CD pipelines for the majority of Activities services • Played a key role in Expedia’s early cloud adoption, developing deep expertise across AWS services and infrastructure patterns. • Built systems that translated tens of thousands of Activities into accurate SEO-optimized URLs, significantly increasing customer traffic. • Managed and migrated production databases including MySQL, PostgreSQL, MongoDB, and SQL-based systems, performing multiple zero-downtime upgrades. • Designed and implemented early data flows to external data warehouses as the organization scaled analytics capabilities. • Led migrations from EC2-based stacks to Docker and ECS, improving reliability and deployment velocity • Worked closely with application engineers to continuously optimize infrastructure for performance, cost, and scalability.

Analyzing high priority incidents impacting Expedia, Inc. points of sale, including Expedia.com, Hotels.com, Hotwire.com, Expedia Affiliate Network, and more. Analysis includes associating incidents to bigger problems affecting the environment. Determining financial impact of live-site, high priority incidents by using booking trends and financial analysis tools. Leading the post mortem process, including holding post mortem reviews for incidents and problems in order to drive root cause analysis and minimize risk of recurrence and potential impact. Trending of root cause in order to drive change throughout the organization, increasing live site availability. Creating and delivering weekly operational and availability reports for an audience of upper management, including our CEO. Leading weekly meetings with the directors and vice presidents of each organizational unit in order to discuss weekly incidents, highlight problem management trend analysis, and ensure all corrective actions are accurate and disseminated appropriately. Having a knowledge of all the systems and technologies of Expedia, Inc. in order to better assist with root cause analysis and potential future incident forecasting. Creating new and editing existing .aspx pages of the Problem Management Database internal website. This includes updating the Availability Dashboards displayed throughout the many buildings and worldwide locations of Expedia, Inc. Creating SQL queries and stored procedures in order to better consume and showcase incident and problem data, including root cause, financial impact, number of incidents, organizational trends, etc. Creating a known error repository, allowing the Global Operations Center and Incident Managers to access resolution steps during high priority incidents, driving down mean time to resolution. Driving system and technology owners to document processes in order to decrease human error and tribal knowledge.

Resolving escalated incidents and problems at a highly complex level. This involves broad, in-depth product knowledge or in-depth product specialty and may include support of additional product lines. Performing root-cause analysis of major incidents. Being on-call 24x7 for any high priority issues that may arise on http://office.microsoft.com. Assisting in resolving all content publishing issues (authoring and rendering) in time for the successful Office 2010 launch. Creating documentation of all day-to-day tasks to further manage the tasks down to the Tier 1 team. This allowed greater focus on problem and program management work. Coordinating meetings with Tier 3 teams, Program Managers, Developers, Testers, and Product Planners, all in an effort to streamline the support process and resolve outstanding issues. Self-managing daily work and multiple priorities with the proven ability to succeed within the team structure in a fast-paced environment.

Managing issues pertaining to the Microsoft Support Lifecycle program http://support.microsoft.com/lifecycle. Creating new, more efficient processes for both my team and the technical and sales field, including my overhaul of the Custom Support and Extended Hotfix Support enrollment processes. Managing the access of many worldwide Fortune 500 companies to Custom Support programs, allowing access to security fixes and problem-resolution support for expired Microsoft products. Maintaining the team's internal team site. Auditing of Microsoft product support lifecycle information to ensure accurate and dependable information. . Organizing a calendar of work where daily, weekly, monthly, and quarterly meetings and tasks are all accomplished efficiently.

Resolving escalated problems at a highly complex level, involving broad, in-depth product knowledge or in-depth product specialty and may include support of additional product lines. Being on-call 24x7 for any high priority issues that may arise in products I support. Creating, publishing, and fixing private partner websites on Microsoft.com, used by Microsoft partners and Microsoft MVPs to access public and private newsgroups. Creating documentation of all day-to-day tasks to further manage the duties down to the Tier 1 team, allowing the time for more focus on problem management work and program management tasks. Coordinating meetings with Tier 3 teams, Program Managers, Developers, Testers, Product Planners, and Systems Engineers in an effort to streamline the support process and resolve outstanding issues.

Officially leading the Microsoft.com Tier 1 team after working in the organization for less than three months. Running team meetings and organizing the agenda. Analyzing team metrics and determining where the team needed future training and learning. Managing the Tier 1 Feedback process (SDL) and used each submitted piece of feedback as an opportunity for each Tier 1 technician to learn from past mistakes. Creating a new InfoPath form as a means of Tier 2 submitting feedback on mis-escalations by Tier 1, allowing for easy gathering of monthly metrics regarding Tier 1’s performance.

Providing initial research and troubleshooting for all customer issues related to Microsoft.com internal tools using all available documentation. Ensuring escalated support and operational issues are resolved in a timely manner, tracked according to standards, and escalated to other groups as appropriate. Communicating issues/resolutions effectively to the Microsoft.com platform team, Microsoft groups, and customers via telephone and written correspondences. Assisting the Operation and Content Provider Support Teams as needed to perform various jobs/projects to ensure the highest availability of the Microsoft.com site and the greatest quality of support and documentation. Monitoring end-to-end file replication process to ensure content is replicating out to the various Microsoft.com sites and multiple other servers in a timely manner. Maintaining and monitoring the Microsoft.com production environment, including IIS, SQL, and file replication servers to meet Availability and uptime requirements set by the Microsoft.com Operations Team.