Ashley Shaffer Email & Phone Number

Atlanta, GA, US

Atlanta, Georgia, United States

• Responsible for driving strategy execution, business objectives, and bank product roadmap delivery aligning cross-functional stakeholders and external partners on the company value.
• Launched offers programs with Chase and Wells Fargo, increasing monthly average users (MAUs) by >200% (58M to 120M)
• Implemented activatable email marketing with multiple financial institutions through design, networking, development, and deployment resulting in increased customer engagement with the program
• Established a program management organization (PMO) to standardize processes and governance including prioritization of projects, stakeholder management, and accurate status reporting
• Led a team of project managers to drive end to end projects from product requirements through go to market and delivery to financial institutions
• Managed a technical portfolio coordinating 5 scrum teams developing publisher products including UI/UX, customer service, and bank approval tools

Atlanta, Georgia

• Responsible for managing implementation projects working with both the technical and business teams.Key contributions:
• Launched two key financial institutions increasing MAU (monthly average users) from 50 million to 150 million
• Developed templates for standard project management tools for schedules and plans

Atlanta, Georgia

• Responsible for multiple capital projects for centralized electronic security and access control system, CCTV expansion, and Airport Station renovation.Key Contributions:
• Developed indefinite delivery / indefinite quantity contract approach for more flexible electronic security system deployment
• Prioritized and separated demolition and construction work ahead of standard contracting methods for earlier implementation

Dallas/Fort Worth Area

• Responsible for $1 million project for new software application to model forecasted cost and schedule impacts.Key Contributions:
• Led Aeronautics industry best practices utilizing MOCAS Data Sharing Initiative to track on-time deliveries
• Improved on-time delivery metrics from 49% to 94%, exceeding the 85% goal for Fort Worth plant
• Implemented programs to educate Program Management department with semi-monthly educational communications and internal social media tool for news, commentary, and articles from all levels of management
• Prioritized software enhancements in releases using Agile Kanban methodology, in support of contractual earned value requirements for all Aeronautics programs
• As Aeronautics risk and opportunity manager, provided consultation across the business area for measurement and control of risk, and improved the practices and consistency of the processes

Marietta, GA

• As P-3 US Navy deputy program manager, responsible for $270M programs to deliver 29 outer wing assemblies.Key Contributions:
• Planned and managed the temporary P-3 production line shutdown to preserve tooling and knowledge base to ensure efficient and successful restart in March 2015
• Established executive summary documents and brochures providing high-level overviews of the P-3 and SC-130J aircraft programs to establish the Lockheed Martin position and strategy in support of Business Development.
• Educated, prepared, and pre-interviewed teams through multiple process and quality audits with no major non-conformances as audit lead
• Coordinated between functions to ensure readiness for OneAero / SAP conversion and closure of 100% of manual work cards as Production Operations Change Lead and P 3 Program Business Liaison
• Implemented Electronic Crew Management system into the Wing Production line working with production supervisors and leads to determine appropriate work flow in 3 weeks versus estimated 6 weeks

Marietta, GA

• Responsible for integrated master schedules for program level modernization including supplier integration, status reports, earned value management, and critical path metrics.Key Contributions:
• Implemented the first fully cost integrated earned value schedule for internal baseline review and earned value reporting
• Streamlined the change process decreasing deferral rates of engineering changes by 25% and reducing cycle time by 25%
• Created closed loop change tracking database utilizing Visual Basic and SQL coding to automate updates maintaining baseline integrity
• Created database to schedule and track withhold payments resulting in reclamation of $18 million prior to government funds expiring