Nate Dryer

Built the evaluation, triage, and human-escalation system for a live multimodal assistant pilot where response quality, instruction following, and user trust were product-critical.

• •LLM evaluation - Developed an LLM-as-a-judge evaluation with human spot checks to score grounding and instruction following in live multimodal guidance, refining prompts and system instructions to raise instruction following from ~70% to ~88%.
• •Agentic triage pipeline - Built an agentic triage pipeline that automatically routed 75% of 400 monthly pilot reports and escalated ambiguous or high-risk cases to human QA, saving an estimated 94 hours per month.
• •Discovery & prioritization - Led 16 discovery interviews with founders to validate the beachhead persona and willingness to pay, prioritizing 6 of 20 features for alpha.

Built practical automation and AI literacy work across small business operations, early AI tools, and community education.

• •Python automation - Delivered $375K in annual savings across two small-business customers by building LLM-based workflow automation in Python for customer intake, task routing, and support issue triage and follow-up.
• •AI red teaming - Pilot-tested and red-teamed early Open Interpreter builds, using structured evaluation workflows to assess response quality, grounding, safety, and task completion.
• •Community education - Facilitated AI literacy seminars for Cincinnati Public Library patrons, translating AI concepts into practical, accessible use cases for community users.

Founded Lyft's first dedicated Collaboration Tools team after a company-wide user research study exposed the cost of fragmented internal tooling.

• •Team creation - Founded Lyft's first cross-functional collaboration tools product team, onboarding 10 members across product, design, engineering, IT, and business.
• •User research - Led a company-wide user research study to identify pain points in communication, knowledge sharing, and internal tooling, driving a $500K investment to fund the digital collaboration roadmap.
• •Digital Collaboration Hub - Defined and shipped the Digital Collaboration Hub, a unified workspace for distributed teams that improved sprint velocity 11% during the pilot.
• •Integrations & APIs - Partnered with product teams at Google and Slack to prioritize presence and status API updates, then built real-time presence integrations that helped distributed teams see who was remote and active at a glance.

Consolidated legacy mobile products from Verint, ForeSee, and OpinionLab into one Experience Mobile platform, using enterprise SSO as the unification wedge.

• •App consolidation - Consolidated 7 legacy mobile apps across 3 merged companies, Verint, ForeSee, and OpinionLab, into Experience Mobile, the unified app for Verint's Experience Management platform.
• •Portfolio expansion - Expanded mobile reach from 20% to 70% of the enterprise portfolio and grew active mobile users 178%, from 18K to 50K.
• •Nordstrom renewal - Saved a $3M Nordstrom renewal by shipping mobile case management features two weeks ahead of deadline, prioritized through a customer council with major retail accounts.
• •Enterprise SSO - Launched enterprise SSO that drove 40% of all platform authentication within 90 days, reaching approximately 48K users.

Grew the patient portal and launched patient-facing interoperability solutions across unaffiliated healthcare systems.

• •SMART on FHIR - Shipped Health Summary Viewer, a SMART on FHIR app that gave 1M+ patients access to records across unaffiliated healthcare systems, and presented it at the HL7 FHIR Applications Roundtable.
• •Active user growth - Grew Patient Portal monthly active users 35%, from 4.1M to 5.5M, through onboarding, front-end, and self-service account improvements.
• •Support cost reduction - Cut annual Patient Portal support costs by $1M by analyzing support call data, isolating root causes, and redesigning onboarding around self-service.
• •Mobile self-service - Shipped appointment scheduling and prescription refill features to expand mobile self-service capabilities.

Established user research methodologies and established the investment case for mobile patient services.

• •Mobile investment case - Built the mobile Patient Portal investment case by demonstrating that secure messaging was the top portal workflow, approximately 35% of page views, but ran 98% on desktop, making mobile the clear opportunity.
• •Stakeholder discovery - Ran executive and stakeholder discovery through CIO and Director-level surveys and monthly roundtables at Community Hospital of the Monterey Peninsula, surfacing older adult access and usability needs.
• •Research process - Established a repeatable research process spanning surveys, focus groups, usability testing, and portal analytics, partnering with product, design, and engineering to turn findings into roadmap decisions.

Transitioned the bank from a white-label mobile banking experience to native iOS and Android apps, scaling the platform to over one million users.

• •Native mobile launch - Transitioned the bank from a white-label mobile banking experience to native iOS and Android apps, launching Fifth Third's first native mobile banking apps in 2011 and shipping 5 major mobile products over the following four years.
• •User & deposit scale - Scaled mobile banking to 1M+ users by 2015 and grew mobile check deposit, launched February 2013, to $100M in annual deposit volume within three years of launch.
• •Agile transition - Led the mobile team's shift from Waterfall to Agile/Scrum, moving releases from quarterly to monthly and accelerating the team's ability to respond to customer demand.

Completed rotations across business analysis, project management, IT operations, and mobile banking.

• •Leadership rotations - Selected for Fifth Third's competitive two-year IT Leadership Program, completing rotations across business analysis, project management, IT operations, and mobile banking.
• •Requirements definition - Defined business requirements and functional specifications for the bank's white-label mobile banking solution, creating the foundation for a full-time mobile banking role.
• •Operations management - Managed approximately 15 command center employees supporting real-time IT operations and issue resolution, and coordinated ETL and data transformation initiatives across the bank as a Project Manager.