I lead the regulatory filing platforms behind UPS’s cross-border shipping.

The problem

Every week, operations teams were correcting about 800,000 international shipments by hand so their regulatory filings would be accurate. The cost scaled directly with volume.

What I did

• Built the automation strategy for the correction workload and shipped the first wave of initiatives.
• Prioritized platform enhancements by return, which cut operational staffing needs 30%.
• Set an OCR-enabled roadmap that takes automation from ~40% to a 75% target.

The problem

Package inspection for international shipments was labor-intensive and spread across physical operations in thousands of facilities.

What I did

• Redesigned the model so facilities flag only the shipments that need intervention, and data corrections route to centralized teams in India and the Philippines.
• Designed rules-based exception workflows with dynamic prioritization driven by shipment events, export schedules and customer criticality.
• Directed rollout sequencing, operational redesign and change management across 2,000 facilities and 4,000 users, managing a team of 5 and coordinating 20–30 engineers.
• Used shipment data to remove unnecessary imaging requirements, cutting imaging hardware 30% and saving $800K.

Also

Service delays on international shipments fell 15%, and customer claims dropped by about $1M.

The problem

Governments in the U.S., Canada, the EU, the UAE and Mexico kept changing what must be filed for cross-border shipments, on deadlines UPS doesn’t set, while the network still had to run efficiently.

What I did

• Lead 3–4 engineering teams alongside regulatory affairs, brokerage and operations to ship each mandated change.
• Own backlog trade-offs across engineering investment, regulatory exposure, service risk and ROI, and present the business cases to senior leadership.
• Stood up operational monitoring and accountability capabilities so errors are caught and owned before they become fines.