In today's pre-seed innovation ecosystem, Angels and V.C.s receive 100 pitches, do due diligence on 10, and fund 1. Even after that, 8 out of 10 funded startups fail. While the existing V.C. ecosystem is optimized to scale products that have already found product market fit, we fail miserably to support the 0 to 1 journey. I founded a pre-seed venture studio for faith-guided, impact innovation. I created the strategic direction for the venture studio to focus on sustainable, impact innovation in Future of Work, Wealth, and Wellbeing. I led the research & analysis & full-cycle product development of a portfolio of three products from Ideation to Production. I led stakeholder engagement, including multidisciplinary clients, Subject Matter Experts, offshore teams of developers, and Enterprises and partners. On the execution side, I led remote teams and guided five products through the Venture Studios stage gate processes.Outcome: We shipped two products, Careerverse (EdTech) and Caravan Funds (WealthTech). While shipping these products, we created an early-stage impact innovation framework, called Make What Matters, to take products from ideation to impact, while reducing cost, risk, attrition, and failure rate for the 0 to 1 journey by 10x. Caravan Funds is now in production and has become North America’s first regulation crowdfunding platform to serve its niche market. It has just raised $750K for its first client. Careerverse is preparing a pilot to debut in a network of 100 school districts.

USDOJ’s EOIR division has a year-long backlog of immigration cases. EOIR is committed to organizational lean-agile transformation to eliminate waste in its processes and build organizational capacity to scale and meet the growing demand for faster immigration processing.I joined a team of 4 Agile Coaches to help the organization take the first step in that journey using SAFE 6. We architected and spearheaded the inaugural Scaled Agile Transformation. I collaborated with the leadership and teams to create strategic alignment and transparency around the flow of value through the organization. I advised the leadership and mentored and coached three new terms, including the Scrum Masters and Product owners guide through the Shu-Ha-Ri stages of adopting Agile Practices.I trained leadership and teams on data-driven decision-making and data-driven conversations, fostering a culture of informed and strategic decision-making. We created norms and dashboards to achieve transparency in the flow of value through the organization and to track outcomes and output at the team levels. We also helped create norms around data-driven reporting and communications.Outcome: The 100-strong organization reorganized around value streams in less than a year, with all the newly minted Agile Teams delivering on EOIR’s mission at scale.

Technical Agile Coach at NCBI/NIH | Minipack (2018 – 2022)A few NCBI software products were dying under unpaid technical debt with nonexistent software development practices. Over a period of four years, I teamed up with another Agile Coach and helped transform these dysfunctional teams into agile, product-centric software development teams, guiding them through a dual Agile and DevSecOps transformation. Outcome. With our guidance, the organization adopted a Data-Driven, customer-centric, Outcome-focused culture. The team's performance rose by 30% in the middle of Covid. The team achieved 100% alignment and complete transparency from the program to the team level. The teams were able to regain the trust of the leadership. They broke 15-year-old knowledge silos, where popular software was created and maintained by a single developer, thereby de-risking the product line, and saving the team from getting disbanded.Enterprise Agile Coach at USCIS | Minipack (2017 – 2018)USCIS's 300+ team-strong I.T. department was undergoing an Agile transformation and struggling to manage unplanned work. As an Enterprise Agile Coach at USCIS, we found the root cause of the challenge to be an otherwise comprehensive Agile Handbook that was primarily written with only Product teams in mind. Outcome: We garnered leadership buy-in and initiated amending the core Agile processes to accommodate the unplanned nature of work in IT, thus helping them take the first step toward reducing friction between Development and IT and moving toward the DevOps continuum.

AHRQ, an HHS agency in charge of disseminating Health Care related data and information, needed to move away from a legacy, in-house, proprietary Content Management System to a modern, open-source solution in the cloud. As Agile Cloud (AWS) Solution Architect and Agile Team Lead at AHRQ, I led a multidisciplinary Agile development team to manage and migrate AHRQ.gov and other sub-sites, like PSO.AHRQ.gov to Amazon Cloud-hosted, auto-scaled Drupal platform. Outcome: We accomplished the phased migration of the site with over 100,000 artifacts (contents) with near-zero disruption and downtime. Based on the success of the migration and our performance, the company was awarded an additional 5-year, Multi-Million Dollar contract with AHRQ. We presented our experience of the project and best practices at Drupal Gov Con 2015

The Federal Reserve Board needed a high-performance website to launch the new $100 bill worldwide. Over two years, I led teams in creating secure, responsive, multilingual public service sites that supported significantly higher traffic and sub-second response times worldwide. Outcome: Our cross-functional development team built secure, mobile-friendly, multilingual (22 locales), 508 compliant public service sites that continue to reach and educate millions. On D-Day, the day the $100 bill launched, the site handled ~90x more spike traffic with ~50% lower response time worldwide. The site handled ~100 million hits per day. Based on our work, the contract has been renewed over multiple years.

- Architected, led and implemented the application development and deployment strategy for the Income Verification System of Veteran affairs.- Worked as the SharePoint architect for the Enterprise Systems Management Office of Veteran Affairs.- Designed and developed Enterprise Procure System's PO Amendment module for Veteran Affairs.

Wave 12 (Microsoft) - Developed the meeting join strategy that allowed seamless joining of on premise and on cloud meetings. Wave 10 (Microsoft) - Led effort to make Microsoft Office Live Meeting localizable, GB 18030 compliant and available in 8 languages, including CJK. This helped Microsoft reach an international audience with collaborative solutions. Transition (Microsoft)- Developed an extra lightweight windows native console to let a user join a Web Conference within seconds of connecting to the PlaceWare server. This reduced the “In Meeting” perception time from minutes to several seconds and helped during the transition of the product from PlaceWare Web Conferencing to Microsoft Office Live Meeting. Acquisition (Microsoft acquires PlaceWare)- Developed parsers in java for generation of native proxies that enabled RPC communication of Live Meeting’s proprietary distributed objects. This work powered all Live Meetings from 2003 to 2007.

High Availability (PlaceWare) - Developed a J2EE middle tier, db driven architecture that helped provisioning, re-provisioning, failover and load balancing of a PlaceWare Web Conference.Growth (PlaceWare) - Developed an XML based framework to describe and automatically deploy PlaceWare's Web conferencing solution in a production environment. This helped scale the business as it experienced rapid growth to several thousand customers.