Christopher Eberhardt Email & Phone Number

Portland, Oregon, US

• Organized project execution around key requirements and product flows to minimize scheduleand technical risks and meet expected delivery dates
• Collaborated with non-technical Program Managers, Marketing, and Customer Support for newfeature introduction or custom integration with large clients
• Steered migration efforts from two legacy platforms to a new platform including identifying andtracking new comparable features, recovery processes, and quality gates
• Identified risks to the features in development and to the organization and drove mitigationactions and subsequent communication to stakeholders
• Partnered with Product and Engineering leads to define the product and technical roadmaps,the organizational priorities and initiatives, feature scope, and the success metrics
• Drove execution for cross team features including platform migration, AI based chatbot, andintegration with partner and vendors

New York, New York, US

• Release Train Engineer (Technical Program Manager) for a six team financial services softwaredevelopment organization creating an independent, SOX compliant transaction ledger
• Merged Agile and traditional approaches to create Gantt charts to track product deliveries
• Coached Scrum Masters in the organization to improve their effectiveness of the Scrum teamsand to raise risks and issues that affected the product, schedule, budget, or organization

San Antonio, Texas, US

• Release Train Engineer for a five Agile team product development group creating newhomeowner insurance products
• Facilitated quarterly planning and all pre-planning activities including new feature definition,architectural changes, and collection and analysis of relevant metrics
• Increased development execution though improved in feature definition, collaborative storywriting, and disciplined prioritization
• Coordinated with other release trains (departments) for coordinated development and launchof new features

London, England, GB

• Identified organizational impediments and guided the supply chain leadership team in creatingeffective strategies to eliminate roadblocks and to increase efficiency
• Facilitated design thinking workshops and simplification efforts for process redesign andimprovement to minimize touchpoints, increase throughput, or increase safety

Southlake, Texas, US

• Transformed the division by focusing on strong Product Management leadership, implementing product roadmaps and accompanying processes; development organization changes include end-to-end teams, regular releases, and.
• Drive the Program Management Office and Development Managers to implement the change both within and across disciplines.
• Reduced their deployment time by 50% and the release effort by 80%. Quarterly releases have been replace by regular releases every four weeks
• Developed new, non-traditional metrics to measure the progress of the entire corporation in their progress towards transforming into a Product led company
• Managed creation of product roadmap across platforms and departments, balancing external Customer and internal organizational needs with capacity of the Development organization with a focus on overarching long-term.
• Led the division Agile coaches to drive initiatives at all development sites (India, Europe) using LeSS and SaFE scaling frameworks; product organizations were as large as 12 Scrum teams

Grapevine, Texas, US

• Prioritized and reorganized the Enterprise Services teams to better match their internal customers’ needs, improve team throughput and improve overall quality
• Coached and guided team in reviewing their processes and adapting to their changing environment

Vaughan, Ontario, CA

• Drove adoption and application of Scrum and Kanban processes for the IT Support Group, an equipment maintenance project, and an asset tracking project
• Trained new teams, both IT and non-IT teams, to use Scrum and VersionOne
• Acted as the Scrum Master for four IT teams—two IT infrastructure and two IT application teams

Plano, TX, US

• Led upgrade of the Active.com portal, adding new ACTIVEKids capability
• Stabilized development team velocity (productivity) across the multi-sited church software division (.NET, SQL, eCommerce, SaaS) and then increased velocity by 33%
• Drove migration of analytics back end software to save $250K /year and standardized metrics across the organization

Southlake, Texas, US

• Improved release cycle from quarterly to monthly for all products including the mobile application, the desktop application (Ruby, Ruby on Rails), and the backend services
• Established development and release processes, adding structure and repeatability to the Development organization
• Managed organizational budget (~$4M) including tracking performance to plan for development projects and organization expenses and forecasting staffing profile

Bs, Electrical Engineering

Ms, Electrical Engineering