Brent Logan Email & Phone Number

Portland, Or, Us

Portland, Oregon, Us

▪ Leading a team of software developers who are implementing/maintaining electronic health records, billing, and other management systems, primarily using LabKey Server.▪ Managing audio-video systems for the center.

Portland, Oregon, Us

▪ Led a Kanban team supporting multiple AWS cloud clients, prioritizing work according to clients’ needs and developer availability.▪ Scrum master for a Scrum team distributed across 2 companies using the Scale Agile Framework (SAFe) across 8+ Scrum teams developing a telematics SaaS product. Led Scrum team in program increment planning and all SAFe Scrum ceremonies.▪ Led the successful replatform of a complex website having 5+ integrations, 5+ million members, and substantial traffic peaks, with stakeholders across 7+ companies.▪ Led the transition of multiple clients to third-party technology partners and built and maintained the relationship with the partners.▪ Transitioned my team from co-located to 100% distributed, with team members across 3 time zones and clients/stakeholders around the globe.▪ Led a cross-functional Scrum team providing maintenance and support services for 12+ simultaneous clients using Scrum and Kanban agile project management techniques. Led all scrum ceremonies, including sprint planning, backlog refinement, demos, and retrospectives.▪ Onboarded, developed, and mentored 2 project coordinator interns.

• Advised local startups and individuals to achieve their business goals.• Presented 5 times to groups of up to 55 on improving their communication skills and marketing in business settings.

Walla Walla, Us

K3 Integrations is a small, mission-focused software development agency creating complex websites and apps, primarily for nonprofit organizations. • Managed the team of 12+ software developers and designers, working remotely virtually the whole time. It is transitioning to a product company, creating a cool SaaS product targeted at teams with distributed workers.• Enhanced the productivity of the team using open communication and regular 1:1s. • Initiated using tools for planning and tracking the work, from Trello, to Google Sheets, finally deciding on Pivotal Tracker, which has a good balance of ease of use and features, and which enabled accurate estimates on remaining work.• Allocated developers across multiple, simultaneous projects according to their current strengths and development goals.

Santa Clara, California, Us

My team at Intel was a small company within a very large company. We created, sold, and supported a vital design-validation tool that tested voltage regulators on motherboards before processor silicon was available. These tools were used internally in defining specs for the VRs and externally by VR Si vendors and MB OEMs/ODMs to validate their MB designs against Intel's specs. As we were designing the tools before the specifications were finalized, we had to thrive in ambiguity, design for flexibility, and move quickly.My team was cross-functional and included 12+ engineers and technicians designing hardware, drivers, low-level software, and the host control program.We transitioned to Agile SW development practices, using continuous integration with automated builds and automated testing. We developed features incrementally to get customer feedback early in the process to enable direction changes. Within one year, we doubled to 8 SW releases to support 12 distinct platforms. We started selling our SW and built and distributed tools for other groups within Intel, fully supporting our headcount costs.In the process of leading my team, I consistently received positive feedback from my direct employees using Intel's manager feedback tool, exceeding Intel’s goals in all areas.

Santa Clara, California, Us

When I started at Intel, I had a team of me and the responsibility of creating voltage regulator design-validation tools for as many platforms as I could support. My manager quickly found a new home within Intel, we acquired a team, and started enhancing our offerings.Under my leadership, we moved from custom tools designed for a single platform to a standardized tool that could be readily adapted to multiple platforms. This required negotiating with multiple internal stakeholders to coordinate design and test methodologies so a single tool could be used across multiple platforms.We instituted tool sales, enabling customers who were already receiving tools to be able to get more tools and broadening the number of customers we could support, all without increasing our "big ticket" budget.I managed all aspects of multiple, simultaneous hardware tool projects, including hardware and software design, layout, PCB fabrication, procurement, assembly, test, sales, distribution, and support. To do this, I managed annual budget of $1.6 million.

Juris Doctor

Bachelor Of Science In Engineering, Concentration In Electrical Engineering