In January of 2021, Gravitate Solutions was acquired by Community Brands, which is the parent company that owns both Netforum and Nimble, which are the two Association Management Systems (AMS) that Gravitate's services arm worked in. During this acquisition I maintained my role as Director of Engineering Services, seeing it expand to cover more team members and responsibilities over time.In the first year of acquisition, I spent a good portion of time facilitating the incorporation into Community Brands. This meant identifying, communicating, and ensuring completion of company directives and expectations. I worked to ensure that the team felt heard and noticed, not lost in the shuffle. Over the first year, we lost fewer than a handful of team members from the engineering side, as part of the acquisition.After the first year, our Services team merged with the Services team for Nimble, the brand that created and supports Nimble AMS. As part of this, my engineering team grew from 15 - 20, to 30+. As part of this merger, I reinstituted the Team Manager position, to report to me, and to handle the day to day management for our individual team members. I focused on training and managing the team managers, who in turn shared directives and developed engineers and architects.In addition to the needs from the acquisition, and merging of teams, my previous responsibilities remained, including project planning, resourcing, standards evaluation, hiring, reviews, and others. I began taking a larger part in the revenue and business planning parts of the business, and participated in several management workshops/initiatives to work to improve our business.Due to these needs, my personal development workload reduced to zero, except for specific pieces that I had strong expertise in, including the reusable solutions I had helped build.Over my 3 years with CB, I worked with two main brands, Nimble and Netforum, serving as the Director of Engineer Services for each.

As Director of Engineering Services, I managed the entire group of Software Engineers, Senior Software Engineers, and Solution Architects on the Services side of the business. As business grew, this team increased from 10 to 20+ team members and, during the early part of the pandemic, moved from an on-site to fully remote workplace.In addition to the normal responsibilities I performed as a team manager, applied across the full team, I was part of the strategic planning for the broader services department. I partnered with the Director of Project Management to ensure proper standards, deliverables, and timelines were met. I took over full handling of our resourcing of projects and tasks to engineers, becoming the workspace owner of our Liquid Planner instance.As the needs on my time increased, for planning, management, evaluation, and training, my own development workload further decreased. I worked directly with my manager, and other leaders, to evaluate the current business, staff performance, project success, and areas of development. I helped to identify areas of need, along with potential solutions. I also served as a voice for my team, often helping my manager, and other leaders, to see the perspective of the individual contributors on our teams.During this time, I oversaw the Services team's branching out into a second Association Management System (AMS) called Nimble, which is built on the Salesforce platform. I helped to design the onboarding and training plan to get new and existing engineers trained up to work on this new platform, as well as managed team members who had focuses in either, or both, systems.While my development workload was reduced, I did find time to continue working on specific C# projects, along with some entry level learning into Salesforce. Most of my development time was spent working on a few reusable solutions that the company had for either internal or client purposes.

As a Team Manager, I was responsible for the management of 4 - 6 software engineers and senior software engineers, all who worked on the Services team. I worked with my Director to ensure proper training and career development for my team members, led 1-1 and team meetings, and served as a mentor to newer hires.As part of my management duties, I assisted on the project resourcing and planning areas of the business. Gravitate used Liquid Planner as their tool of choice, which we used to assign workloads, track time, calculate utilization, set expected task and project deadlines, and more. I, along with my fellow team manager, helped our Director with this workload and communicated issues or obstacles with them as they arose.This was all done in addition to continuing to handle a services development workload, albeit a reduced one.

This role is identical in description to the role with Old Town IT, LLC, as that company rebranded to Gravitate Solutions.

As a software engineer on the Services team, I worked on a great number of projects, both small and large, for a wide variety of clients. Our clientele was made up of associations and non-profits who utilized a piece of software called Netforum for their Association Management needs.Normal client work usually consisted of enhancing, extending, or fixing functionality in Netforum, which required us, as engineers, to work inside of a pre-established framework of technologies. As part of my regular duties, I worked with C#, ASP.NET, HTML, CSS, JavaScript, jQuery, SQL and more.In addition to my engineering work, I also participated in client-facing meetings, as needed, as well as helping to train and mentor new team members.

I worked, as part of a team of developers, to build, enhance, and maintain the document management software for PaperWise. During the course of my daily work, I dealt with issues in C#, XAML, XML, VisualBasic 6.0, vbScript, among others.

As a student developer for the BSG, I worked on small, and large, scale projects using C# and ASP.NET.

I began working at BSG as a student tester, completing manual test plans, filing bugs, doing ad-hoc testing, and ensuring the software that passed through me satisfied all of the specified requirements. After a short time, my position changed to be an Analyst/Tester, where my role was expanded to include the creation of much of the project documentation used in the office. Among the documents I gained experience with were Vision & Scope documents, Requirement Specifications, Use Case Scenarios, Workflow Diagrams, Manual Test Plans, and many others. I would also still perform the job requirements of a tester as development iterations were completed. Finally, I was promoted to Lead Analyst, where I was placed in charge of a team of 4-6 other Analyst/Testers. My roles included workload allocation, training and development, and conflict management.