Software Engineer

Collaborated in the transition of BYU's ERP system from PeopleSoft to Workday by leveraging tools like Python, Informatica, SQL, and Tableau to automate data migration and improve system workflows.

My time as a Computer Programmer at BYU has been defined by the high-stakes transition of the university’s ERP system from PeopleSoft to Workday. While the role started with programming, it quickly evolved into a position requiring comprehensive system architecture knowledge. I utilized a heavy tech stack—including Python, Informatica (Cloud and PowerCenter), SQL, and Tableau—to manage databases, write orchestrations, and extract and migrate Workday objects between tenants.

The true test of my technical endurance came in December 2024, during the critical "Go Live" phase. In that month alone, I logged over 400 hours, frequently working 20-hour days to ensure the migration succeeded. My automation scripts became the backbone of the transition; without them, the university would not have met its launch deadline. This period solidified my reputation among the full-time staff, who often came to me for expertise on Workday web services, integrations, and Studio tools because of the deep institutional knowledge I had built.

Two specific projects highlight the engineering challenges I solved. I developed End-to-End Testing Scripts, which automated validation to ensure our changes were stable before deployment. I also built the Catchup Transaction Script, a critical tool that managed data synchronization during the cutover and is still actively used today. These projects required not just coding, but a DevOps mindset involving debugging, requirements gathering, and direct collaboration with customers.

Beyond the code, I took pride in being a force multiplier for the team. I trained over 15 student employees, guiding them through everything from basic SSH and terminal commands to reading Bash/Perl scripts and building Workday reports. Seeing them grasp these complex requirements was incredibly rewarding. My manager, Dave Horne, summarized my impact best: "When hiring to fill Dallin's position, I had to rewrite the job description—he wore so many hats so effortlessly that replacing his skillset and initiative was no small task." This experience taught me that being a great engineer isn't just about writing code; it's about stepping up when the system is critical and lifting the team around you.