Moving field operations beyond paper.
An internal product with a measurable operational footprint.
What needed to work.
Paper-based field-service processes created manual work and delayed processing. A useful transformation needed a workflow the field could use and the business could sustain, not just a digital replica of a form.
The ownership I brought.
- Led the field-service transformation as internal Product Owner for a custom iPad application.
- Eliminated paper workflows for 300+ technicians, with a recorded 75% reduction in processing time.
- Automated onboarding with Smartsheet across HR, IT, Accounting, and Service, saving 30+ hours per onboarding cycle.
- Applied Lean and formal Change Management practices to workflow design, adoption, and continuous improvement.
Decisions that shaped the work.
Own the workflow as a product.
I treated the application as an operating change, with the needs of the field and the downstream business connected through product ownership.
Pair digitization with process improvement.
The work combined a custom field application with Lean and Change Management practices. The objective was a faster, repeatable way of working, not merely a new interface.
Look for the next cross-functional bottleneck.
The separate Smartsheet onboarding workflow connected HR, IT, Accounting, and Service. That work demonstrates the same habit at a different scale: find recurring coordination effort and make it repeatable.
What changed.
Digitized field workflows for 300+ technicians and reduced processing time by 75%. A separate onboarding automation saved 30+ hours per cycle. These are distinct outcomes from different workflows, as recorded in the August 31 résumé.
I connect product ownership to adoption, process change, and a measurable operational result.
Source & outcome context
Tai Habersham Universal Résumé, August 31, 2026. Metrics are preserved with their original workflow and unit; no annualized savings or invented financial benefit is added.