Career Experience

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A leader supporting and advising senior executives, projects and initiatives across a Card Tech organization: 

• Translates a strategic vision into action. Hold teams accountable and moves change forward. 
• A strategic partner to the senior and executive leadership, helping them maximize their efforts and achieve organizational goals. 
• Acts as a bridge between the leadership team and the rest of the organization, ensuring effective communication and organizational alignment. 
• Oversees large, cross-functional projects, ensuring they stay on track and align with the company’s strategic goals. 
• Provides strategic counsel and acts as a sounding board for ideas. Provides feedback and judgment to the executive. 
• Provides strategic counsel and acts as a sounding board for ideas. Provide feedback and judgment to the executive. 
• Sets key performance indicators to measure and improve team performance.
• Works behind the scenes to solve problems, mediate disputes, and deal with issues before they are brought to the chief executive.

Responsible for bring program management, organization, cadence to the Customer Success management team to be able to identify, plan scope and deliver consistently as well as drive new initiatives that will bring key benefits to enable our developers.

• Within the first three months had organized the body of work so the CSM team was clear on how their work supports the epics we needed to deliver, the initiatives we support and conversely give the team the confidence that the commitment for the program increment was an achievable amount of scope.
• Through continuous improvement and working as a team to identify challenges and align on solutions, the CSM team is highest performing team in the program safely achieving 96%-98% of their PI commitments due to the use of best-practices, open communication, elevation of constraints and clearly defined objectives.
• Developed a new self-paced learning curriculum within two months that allowed customers to self-service issues through micro videos and watch recordings of recent hands on courses to stay up to date on changes in the platform.
• Organized our platform’s hands on training course into an official learning platform out of a spreadsheet so that we can allow users to have a consistent learning experience. This reduced manual effort by 4 hours per week for 1 staff member as tasks were now automated once an associate enrolled in the course.

Managing the cross-functional program of Capitalone.com software development teams, internal and external customers and portfolio level initiatives. Spearheading cross-functional process and tools optimization initiatives across over 100 agile teams, coaching and mentoring direct reports and associates to reach their full potential.

• Optimized SDLC processes across five portfolios saving ~$800K annually.
• Created a scalable Dependency Management process chosen for implementation across 100+ agile teams to create transparency and reduce missed milestones saving $500K+ annually.
• Created program intakes for customers to easily submit detailed requests for new features into the product pipeline for review.
• Strategic planning with product to define real-time dynamic roadmaps, prioritize feature development.
• Map planning and development to OKRs, report on progress, adjusting as needed to meet goals.
• Plan and facilitate program increment planning including cross-portfolio dependency and risk management to ensure realistic goals and on-time delivery of features.
• Continue the journey to transform into an Agile shop of high-performing teams through agile coaching
• Coaching teams on Scaled Agile Framework ( SAFe ) principles and helping them achieve optimized performance, boosted morale resulting in higher retention.
• Key contributor and platform leader- drove NPS score to the target benchmark.
• Created custom JIRA dashboards to dynamically track progress against OKRs, vulnerabilities, data governance and compliance translating into considerable savings.

Responsible for managing and coaching multiple software development teams to optimize productivity, transform to mature agile development and delivery; motivate and support staff as well as identify areas of improvement to automate processes and reduce administration. Working with other practice areas to elevate constraints and create solutions for clear communication and directly manage delivery of three Agile teams on the Capitalone.com ART.

• Created financial compliance regulation guardrails in JIRA which increased efficiency and reduced risk. Adopted by dozens of agile programs resulting in thousands of hours saved per year.
• Primary contributor to mature portfolio management practices across Tech Enterprise PMO including standardization of tools use for common, simplified reporting, creation of custom dashboards and filter governance.
• Created program-wide agile artifacts, agile coach for the program and scaled up solutions to the portfolio to support peers and portfolio leads to create a successful Agile Release Train
• Planned and managed successful migration for dozens of LOBs to a new in-house platform
• As Release Train Engineer re-developed and implemented the incident management process which reduced production incidents by 45% year over year. 

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Accountable for delivery of North America based projects, working closely with engineering, sales, clients, senior leaders, and managing PMO staff across the US and Mexico.

• Reduced over-run across projects by $400K through close mentoring and project oversight with Project Managers and working as a trusted advisor to clients.
• Decreased lost revenue by teaching core competencies company-wide both in-person and through webinars, including scope and risk management, software delivery lifecycle (SDLC), and Agile coaching.
  • Designed and implemented process improvements, streamlining efficiencies across project delivery, including estimation, scope management, budget management, and project kickoff.
• Created new Service Desk with 200% efficiency within 2-weeks of launch.
• Achieved due dates tracking NDAs and SOWs by setting-up Legal Document Management system.
• Ensured blog/seminar/presentation approval before public consumption by instituting Publication Processing cadence.

Accountable for Program, Project and Iteration Management, Agile Coaching, and Mentoring. Hired and managed PMO staff in the US and mentored project managers in North America.

• PMO Governance – Developed global best practices, streamlined processes, and ensured quality and success on US projects.
• Raised client confidence and lowered risk on projects by assisting with the sales effort and engaging with clients in the early stages of engagement.
• Provided continuous improvement and value assessment to clients, ensuring successful completion of projects and expectation management.
• Increased engineering efficiency 25% the first 3 weeks on a project and increased the overall job satisfaction through standardized JIRA workflows on projects.
• Reduced project errors 50% within the first 6 months by launching new project templates in Confluence.

Project Management of e-Commerce and other software development projects, including scoping, estimation, project planning, iteration / Scrum management, monitoring and controlling, resource and process analysis.

• Increased sales and contract length by providing clients with recommendations on continuous improvement and a value assessment of staff and 3rd party vendors.
• Turned around large e-Commerce projects by becoming the point person for project recovery.
• Built PMO Governance for clients to ensure continues success for their internal teams after contracts finished.

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Consulted with Scotiabank and IBM to plan and provide managed services to 10K staff and improve policies and procedures. Hired, trained and led new team of 38 IT Professionals across Canada.

• Maximized cost savings, increasing efficiency and expense reductions.
• Surpassed financial targets each quarter by up to 30%. Maintained the salary budget at $1.6M despite a 4% annual cost of living increase for seasoned staff by hiring new staff from colleges and training them rather than from recruiting agencies.
• Achieved higher Customer Satisfaction ratings from clients (95%) than the previous IBM team within 4 months of starting the contract.

Consulted at Greater Toronto Airports Authority to improve client support, decrease cost, and increase productivity. Supervised Level 1 and 2 hardware and software support technicians.

• Maximized customer satisfaction and company profitability by achieving a 20% increase in deliverables without a budget or staff increase and decreased response times. Streamlined processes, training, and team management.
• Project Managed the installation of IT Systems for the New Terminal 1 and the Fire & Emergency Services Training Institute.
• Project Managed the IT Infrastructure build and move into the new Terminal 1 as it was constructed and coordinate the move of each department into the new 3.7 million sq ft terminal, the largest in Canada.

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Hotel Pulitzer, Amsterdam- The Netherlands

Sole network administrator for LAN, including 6 servers, 150+ users, 12 program interface computers, multiple peripherals in an NT and Novell environment. Trained IT personnel in Telecommunication systems and provided technical support.

• Acted as consultant to the Euro committee & upgraded the network to be compliant with the Euro Dollar.
• Negotiated a multi-million dollar telecommunications support contract with a new provider.

Coordinated telecommunication and Internet needs for conventions from consulting to billing. Set up IT Systems and Internet cafés for meetings. Supported hotel property management systems. Performed statistical analysis of hospitality IT trends and implemented leading edge technology to provide service and bill guests.

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National Defense