PGA TOUR First Tee Foundation, Inc.I am the lead architect on the team that built a program registration portal using Salesforce Digital Experience, LWC, Apex and Flows. In addition to being a architect/developer, I have also served as the proxy Product Owner. I used Agile iterative delivery practices to protect release target dates, clarify requirements and get frequent feedback from users. As the client did not formally use Agile delivery practices, taking a practical and flexible approach to agile was key to a successful delivery.

Wealth Management ClientAs a SAFe Program Coach, I coached an Agile Release Train through launch and several Program Increments. My primary coaching focus was with the ART leadership team including, the Product Manager, Product SVP, Development SVP, RTE, and Portfolio Manager. In addition to my role as a Program Coach, I also supported the enterprise agile transformation by hosting Agile Lean Coffee, teaching custom internal Agile and SAFe foundational classes, as well as SAFe certifications classes, including SAFe for Teams, SAFe Scrum Master and SAFe POPM. Husky Injection MoldingI was the DevOps transformation lead for the team conducting a DevOps assessment. I facilitated DevOps Value Stream Mapping workshops with several teams to understand the current software delivery process and identify the key pain points. I led the process of creating a summary presentations of observations and recommendations for each team and an executive summary presentation including a one year roadmap and implementation strategy.

M&T BankI filled both the Product Owner and DevOps team member roles for a client looking to "shift testing left" in support of shortening their feature delivery cycle times. As the Product Owner for the team, I created a roadmap for building a proof of concept virtual services platform in AWS and then migrating the platform to the on-prem Openshift environment. I worked with 4 different project stakeholders and created a project roadmap that would address each of the stakeholders' needs. At the time of building the initial roadmap, the technology direction of the organization was in the early stages of forming and changing frequently. I was able to remain flexible and iteratively adjust and communicate the roadmap as the future state technology landscape was further defined.As part of the delivery team, I created virtual web services to represent the newly defined service APIs and advised the client on strategies for using virtual services. I also evaluated the client's chosen virtual services platform for fit with their needs. In anticipation of migrating the virtual services platform from AWS EC2 to Kubernetes Cluster, I created terraform scripts for deploying to an AWK EKS environment.Washington State Department of Labor and IndustriesAs the Enterprise Agile Transformation Coach, I worked with the leadership team to build their transformation roadmap. This roadmap was key to supporting the change management component of the transformation, providing a communication anchor for conversations with business and IT stakeholders.In support of the Agile Transformation execution, I trained and launched new Agile teams and led a team of 3 Agile coaches supporting 6 scrum teams. I also worked with the Portfolio Management team to introduce Agile portfolio management concepts and how to integrate them into the portfolio intake and management process.

Washington State Department of Labor and IndustriesI prepared the initial 2 scrum teams for launch as part of the organization's transition to agile. I developed agile 101 training materials customized for the client's culture, pain points and level of experience with agile. I also conducted targeted role based training for the Product Owners and Scrum Masters of the 2 teams. I supported the transformation team's communication and awareness efforts by attending development team and leadership meetings to share the plans for training and team launch and answer general questions about agile transformations and the organizational impact. To prepare the teams for getting started with scrum, I also provided recommendations on how to use TFS for backlog management and worked with the teams to create initial story backlogs. To support the transformation team with building their roadmap for next steps in their agile transformation, I provided a lightweight assessment along with recommendations for next steps.Top National Life Insurance FirmI was brought in as a coach for new agile teams who were early in the process of making the transition to scrum. As part of my coaching, I facilitated agile ceremonies and coached Scrum Masters in the practical application of scrum as well as making the transition to servant leaders. I facilitated hands on workshops with teams on story creation, story splitting and estimation. In addition to coaching teams, I also coached new Product Owners on how to manage a backlog and provided guidance to leadership on how to support and measure Product Owner success.

Top 3 US BankAs a coach and advisor to the agile transformation lead, I helped guide the agile transformation within the Global Wealth Management department. I trained and launched new teams and coached all agile roles, including Product Owners, Scrum Masters, team members and managers. I provided guidance on how to staff key roles like Scrum Master and Release Train Engineer, how to define the role of managers in agile, and how to best support new and evolving agile teams. In addition to coaching teams and managers, I brought my strong organization and facilitation skills to help plan and facilitate several large events including an internal, 1-day agile conference for over 80 attendees and a 2-day agile portfolio planning event that included over 60 people across 3 different lines of business and several technology areas. As the organization scaled from single team scrum/kanban to a SAFe model, I worked with business partners, the PMO, agile teams and IT tech leads to prepare backlogs and understand the changes to the day to day operating model. During this time, the achievement I am most proud of is leading the transformation team preparing for the first PI planning event. I created a clear objective statement and roadmap for the planning team and then shared progress updates with business and IT leaders on a regular cadence. The result was a successful PI planning event that included over 300 people spanning 4 release trains, 3 lines of business and over 20 teams.

As the Director of Agile Delivery, I shaped Penn Mutual’s Agile delivery practices with a vision towards driving higher customer satisfaction, greater business agility, and purposeful associate engagement. I trained, launched and coached new teams, and filled the Scrum Master role myself when needed. I also hired, coached and mentored new Scrum Masters. Outside of the IT department, I brought my coaching, teaching and facilitation skills to helping others bring a greater degree of agility to their processes.

As the Agile Champion, I started Penn Mutual’s bottom-up agile transformation. My success, perseverance and patience as an Agile Champion led to the transformation gaining an Executive Sponsor and the formation of an Agile Services team focused on scaling the agile transformation throughout the IT department. During this time, I trained and coached new Scrum Masters, launched new Scrum teams and filled the Scrum Master role for teams as needed. While serving as Agile Champion, I continued my role as a Development Manager for the website team and picked up an additional team who supported systems used by our in-house broker dealer.

I was a Development Manager for the team that supports the company websites. I also continued development on a number of Java web applications. During this time, I began introducing Agile practices with my teams. As a result of the successes we had using those practices, we gained executive sponsorship to run a formally supported Scrum implementation with one team.

As a Java Developer I designed, developed and tested front end web applications as well as middle tier web services that provided a data access layer to a number of front end applications. As a Senior Technical Architect, I mentored junior developers and oversaw the work of contractors. During this time, I gained a reputation for being able to quickly learn new technologies and drastically improve the reliability of deliveries to QA through build and test automation.

I created and maintained the build automation frameworks for most of the company’s applications. A short time after joining the company, I earned a promotion to team Manager. In addition to managing and evolving existing build processes, as the team’s manager, I hired and trained new build engineers, conducted performance reviews and set direction for the team. My key accomplishment during this time was re-designing a build process to bring the run time down from over 12 hours to under 1 hour.