You • Here is a list of the value I provided Ford below (quantification has been requested by my supervisor). There are other dynamics worth mentioning outside of this regarding accurate compensation, however, I am choosing to focus on the value I provided objectively first. Second, adhering to your request to not send you an email, I am sending this to you here instead.

Here are the overall key responsibilities and accomplishments to my knowledge:
	1.	Designed and implemented an authentication system, overcoming integration challenges with existing systems that saved costs equivalent to three contractors for Ford from inception to delivery, mitigating risks and ensuring timely completion.
	2.	Led the integration of ICA and PCA requirements, achieving targets ahead of schedule and contributing to product launch phases.
	3.	Collaborated with cybersecurity for risk management, ensuring compliance and addressing emergent issues.
	4.	Supported key vehicle launches, including the F250 and European Transit, during critical production phases.
	5.	Invented an internal diagnostic tool for authentication, later adopted by adjacent teams, enhancing authentication processes.
	6.	Authored comprehensive documentation and led knowledge transfer sessions as a subject matter expert.
	7.	Developed a cloud migration strategy, aligning team efforts with the overall project vision.


Descriptive details of these duties:
	•	Entrusted with the design and architecture of an authentication system, swiftly handling unique barriers posed by existing systems and ensuring seamless integration—a testament to the significant trust placed in technical acumen and independence.
	•	Directed successful integration of ICA and PCA requirements, meeting critical deadlines and surpassing mid-year targets, marking a significant advancement in product launch phases.
	•	Realized substantial cost savings and efficiency gains for Ford by replacing the need for three contractors through the independent development and timely delivery of a critical authentication system.
	•	Executed comprehensive risk management and collaborated with cybersecurity teams to maintain strict compliance, skillfully addressing a multitude of emergent situations.
	•	Played a crucial role in high-stakes vehicle launches, such as the F250 and European Transit, by providing support during pivotal production phases.
	•	Catalyzed cross-functional independence and product development from inventing an internal diagnostic tool for our team's authentication, which was also spontaneously adopted yet anticipated by adjacent teams, streamlining company-wide authentication connectivity and service reliability.
	•	Authored an exhaustive suite of documentation and diagrams, and directed cross-functional teams in knowledge transfer sessions as the subject matter expert, laying a resilient foundation for business continuity and fostering team independence in system maintenance and evolution.
	•	Exhibited strong leadership by independently managing the authentication system from conception to delivery, significantly reducing potential risks and ensuring on-time project completion.
	•	Orchestrated a pivotal cloud migration strategy with diplomatic tenacity, asserting technical foresight that continually proved accurate, and strategically navigated complex team dynamics to align with the overarching project vision.


I've requested the following below from my supervisor for quantifiable clarity and accurate representation to avoid overzealousness and deception:
	1.	Project Timelines: For the authentication system (1) and the ICA (2) and PCA (3) integrations, could you provide details on the exact number of weeks or days by which we were ahead of schedule? I recall delivering these ahead of the initial deadlines, and having precise figures would assist in quantification.
	2.	Cost Savings: Regarding the authentication system that reduced the need for external contractors, any information on the exact budget impact or percentage of cost savings would be incredibly helpful.
	3.	Threat Management Efficiency: For the emergent cybersecurity issues I addressed, could you provide insights on the speed or efficiency of my responses compared to standard benchmarks or expectations?


Brianna Hart • Hi Daiyaan- I can see you spend a lot of time on this note. I wanted to acknowledge I've received it but I do not have capacity to reach through it today. I have a deliverable to get out.

One thing I did see that I want to clarify, I never said to not send me an email. Instead, I encouraged you to send me email.

You • If you were in my situation, what would you do?
I need to consult with you alongside, my supervisor and my fcg advisor urgently
It is time sensitive
On call with my supervisor right now
oh my

Brianna Hart • Can you summarize why this is time sensitive for today, I have back to back meetings until the once you scheduled 

You • i read that wrong
it's time sensitive because I have not heard anything back and told my supervisor I plan on leaving ford due to some reasons

Brianna Hart • I'll see if I can make something work this afternoon. I understand this is an important conversation to have. I'm just being transparent where my capacity is at today. 

You • Thanks Brianna, please try if you can- i'm gathering documentation for the meeting and also forwarding what was previously mentioned.

Brianna Hart • If you need to meet today, I'm willing to join the call because I know its important to you and I know how much the leadership I've worked with values your skills/capabilities. However, I will not have any time to read through anything ahead of time. I'd like to propose that we meet on Monday so I can have time to review the information and be able to have a productive conversation. Please let me know your thoughts 

You • It means a lot that you’re willing to attend the call today and understand that it’s important to me. Thank you. I would like to still meet today, specifically for momentum and actions ahead

Brianna Hart • Okay, I can't dedicate a full 30 minutes but I can protect 10 minutes. 

You • Fair enough thanks

Brianna Hart • I can't meet until at least 4. Can we adjust? 

You • Moved to 4pm

Brianna Hart • I can't do 4pm anymore. Like I said earlier, I have a large deliverable I am working on getting out today. I can give you a call when I'm done with all of it.
I understand this is important to you, but I also have commitments that I need to meet. 

You • The main thing is the other ppl
They have schedules too

Brianna Hart • If they're able to meet with you then, I can meet with you separately. 

You • No I want to meet all of us
this has gone on too long to be playing ping pong
i will talk to them
by estimate when do you believe you'll be avail

Brianna Hart • I need to go get this deliverable out that I am accountable for. I proposed two alternatives plans for you. I had estimated 4pm and was clearly wrong. I just need uninterrupted time to get this done. 

You • Is there another point of contact
for HR I can reach out to
The feeling I get when I try to coordinate with you (in the past, not this situation) is that last minute even when agreed upon, things are delayed from what was verbally agreed upon. It makes me feel like i'm being disrespected, am I right to feel this way?
can you meet 4:45
they are in call right now
are you free now
we are still in call

Brianna Hart • Just wrapped up 
I can jump on now 

You • https://ford.webex.com/ford/j.php?MTID=m4ee9f483e49d626771025733a5d7a7a7