Coached shared services teams including release management and release/solution train engineers (RTE/STE).Coached the Release Train Engineers to their first successful PI Planning.Facilitated problem solving sessions to address role confusion during SAFe adoption.Coached portfolio manager to help align with existing RTE/STE practices.Facilitated classes in Kanban, Portfolio Governance, Scrum Master as a Servant Leader.Analyzed workshop feedback to identify patterns in unstructured data and make adjustments to curriculum.

Principal contributor on the Jira Tiger Team overhauling Jira processes for bug handling.Scrum Master & Coach for 3 teams developing front office and customer facing support tools. Personally drove the reorganization of scrum teams to align with product owners. Coached the team in the use of Jira and Jira Align including improvement of tracking of feature level work packages from approval to implementation and launch.

Scrum Master & Coach for a team providing backend services for managing marketing permissions. Personally drove the reduction in cycle time (from start of work to delivery) from 35 days to 5 days. Drove Jira configuration, training the team in the use of Jira, clarification Product Owner & Scrum Master roles, development of tracking & release processes.Drove the vision & implementation for an automated release process to eliminate multiple hours of error prone manual work per release while maintaining a multiple release per week cadence.Architected the design for Jira processes to support technology-wide portfolio managementCoached fellow coaches & scrum masters on best use of Jira.

Coached five concurrent teams across the enterprise billing space.Drove Rally configuration, training, and clarification of roles. Built out dashboard reports to monitor and manage project work across multiple workstreams. Coached fellow coaches on best use of Rally.Coached and trained a brand-new Product Owner, coached a vendor scrum team (Capgemini), generated original training material to address key team challenges, and frequent travel to support the team face-to-face.Improved project intake processes by working with stakeholders and managers to implement an intake system in Rally to improve reporting and eliminate a dependency on SharePoint. Multiple scrum teams benefit from the improved transparency and streamlined workflow.

Drove the organization and adoption of processes and tools for the Launch & Adoption Team which was responsible for building repeatable internal processes for launching new products. This included configuring Team Foundation Server to support custom workflows, driving the build out of backlogs, development of tracking processes, and driving team working meetings to achieve organizational goals.Coached management on agile methodologies, and agile adoption strategies.

Drove the organization and kickoff of 2 scrum teams working to replace Starbucks’ current Oracle based Workforce Management system. This included configuring JIRA to support custom workflow, driving the build out of backlogs, development of tracking processes to align with current waterfall-like project management milestones, and driving team self-organization to agree upon working agreements and definitions of ready & done.Coached fellow project scrum masters on best use of JIRA, agile problem solving, and agile adoption strategies.

Facilitated 3 scrum teams to consistently deliver high quality features simultaneously across multiple mission critical applications used by store employees in daily business processes (e.g. resupply, inventory, time clock).Drove alignment of teams’ agile practices with core company values.Transitioned teams to FTE scrum master without significant disruption.

Managed migration from FogBugs to Team Foundation Server (TFS) ticketing system to support the internal development scrum teams and customized the workflows to support a lean process.Advised on change management for roll out of the TFS system including documentation, communication plan, expert advisor in Lean Coffee.

The project was to develop and document a process for the Finance BI team to plan and track development work through to delivery. This included configuring the Team Foundation Server (TFS) ticketing system to customize the workflows and ticket types for the team.As delivery process manager I was responsible for keeping the team on their two week release cadence, reporting on progress and status of the work in process, managing the completion of signoffs for each release, and driving the team to develop a delivery process that was repeatable and predictable. I also drove the adoption of the process we developed and made extensive use of SharePoint for process documentation and knowledge sharing.

The project was a Service Oriented Architecture rewrite/refactor of core supply chain functionality. This resulted in the creation of five new SOA services drawing data and events from many source systems and having a complex set of client systems. The net results of my efforts were no missed milestones and an atmosphere of transparency and trust between the technical team and the business sponsors.As technical product owner I was responsible for turning business capability requirements into technical stories and setting the priority for those stories for two scrum teams, one in Seattle and one in Bangalore, India. Prior to delivery, I arranged knowledge transfer for continued adoption and support of new processes.I worked closely with the business analysts to define the processes for traceability from business requirements through technical stories to test cases using JIRA. I drove project status reporting methodology using the JIRA ticketing system that was adopted across the program. I worked to coach the new scrum master to implement scrum for the team.

Personally drove changes in the 50+ person development organization to go from:* Backlogs of thousands of bugs* Hundreds of bugs and features awaiting testing* Releases that regularly overran their schedule by 2x* Siloed groups organized by functional area (Server, Web, Content, QA)To an organization that:* Has cross-functional teams that consistently deliver outstanding progress sprint after sprint* Has a streamlined process for staying near release quality during feature development* Responds quickly to feedback from the field and production issues.These changes resulted in releases that were consistently within 10% of schedule and scope.

Client: Marketfish (direct email marketing)Instrumental in Marketfish's adoption of Scrum. Clarified product vision by working directly with the CEO & CTO to redefine the technical and product road map. My work directly resulted in a change in technical direction and a change in staffing and organization to execute on that plan.Client: Rieschling Press Inc. (on demand printing)I drove the 3-company integration project to deliver custom photo books created online to Costco stores by piggybacking on Costco's Optical Department distribution system. Resulting demand and on-time delivery of this system was THE key event that altered RPI's plans to sell the business and instead take private capital investment to fund expansion.A Costco executive said, "I think this is the first IT integration project we've ever had ship on-time, on-scope, and on-budget."

I served on LiquidPlanner's board of advisors.

At LiquidPlanner I wrote technical specifications for the project management product. This included speaking with end users to discover use cases and requirements and to garner actionable feedback. I acted as the point person for patent filings, wrote white papers, and filled the role of company spokesperson/evangelist. I attended tradeshows and conferences, speaking on panels and giving solo presentations on project management topics. This included speaking to investor groups (e.g. Bellingham Angels Group) and at pitch forums (e.g. DEMO conference, Under the Radar).

At Expedia I managed a team of people responsible for software quality including performance testing, test automation development, release management, and build systems. I collaborated with development, program management, and the project management office to schedule and build a best of breed platform for travel retailing on the web. I personally championed the efforts to rollout SharePoint and Clarity across the enterprise, and build out a quality metrics system. I reworked the hiring process for test engineers decreasing the time to fill positions by 75% without compromising on the quality of new hires.

Release Director with strong interest in project management and system development life cycles. Personally drove changing the software development life cycle for all software development at the worlds second largest travel agency. Took the team from a single Release Manager to a team of three. Instrumental in the implementation of a Project Management Office at Expedia. Drove pilot implementation for enterprise-wide rollout of SharePoint.

Lead the software test team for Expedia's Private Label business. Built out the basis for the first really big push into automation for Expedia.