Cory Fitzgerald Email and Phone Number

-Served as program manager of global organizations comprising teams in software, hardware, operations, and customer success. At fewest, I oversaw a single program of 7 teams and around ~100 people, and at most, I had 3 programs with 29 teams and ~350 people. -I developed standards for status reporting, paperwork/documentation, portfolio management, backlog management, and intake for my orgs and trained staff to implement them. During my tenure, my teams saw 4 different large scale reorgs, and I frequently had to restart these standards from scratch and roll them out to a new group. These standards and dashboards would frequently be adopted by other program managers in my org. In addition, I mentored 2 other new program managers-As a Release Train Engineer, I focused on removing organizational bottlenecks and solving long-standing problems others didn’t want. I was also responsible for training the scrum masters of all of teams and ensuring that their teams were running smoothly

Over the course of a year, the PMO took a ~1000 person org with 10 programs and ~80 teams and built an entire reporting and management structure from the ground up. We trained literally every employee, manager, team, program, and program manager on scaled agile practices, appropriate documentation, and project/program management standards. -As a team, we developed training material, recorded training videos, and taught classes on agile methodologies and Jira. We established, maintained, and participated in communities of practice to help accelerate buy-in and mastery.-Developed standards for Jira usage and participated in the Jira governance board. I led the charge on creating innovative and interactive dashboards that were then adopted and rolled out to every team in the organization and were used by every program manager in the org.

-I was the scrum master of 3 interrelated teams in a small program provisioning customers onto a PSTN VOIP network. Over the course of 3 months, I took a program that had no visibility, documentation, or clear communication channels and revamped their entire workflow and meetings schedule. The program has gone from receiving daily escalations to having to give back contractors because they completed their entire work queue. -I was also frequently tasked with turning up new scrum teams and training their staff and scrum masters to take over. In this period, I started 9 different scrum teams in addition to holding onto my 3 teams.

I served as a project manager in a ~150 person organization that built and maintained the physical infrastructure supporting a large VOIP SaaS application. -Served as a liaison between the Security organization and the Engineering department. Through relationship building and process improvement, I was able to shield the engineers from intrusions, eliminate internal escalations from the Security org, and decrease vulnerability remediations missing their Service Level Agreement by over 50%.-Onboarded Workfront, a resource and project management software and developed automation between it and the engineer's ticketing system (Jira). As part of this onboarding, I trained teams to use the software and developed consistent project management standards across the org.

I served in the Response Operations Center for a global team of transportation accident investigators required to be on location within hours of the event. From the ROC, I helped coordinate, plan, and schedule all logistics for the Go Team, including flights, lodging, tech support, media conferences, and law enforcement coordination. During these investigations, I also served as the front line of communication to all reporters, tipsters, and family members reaching out for information and triaged these calls to the relevant teams. Key skills learned: Documentation, Scheduling, Multi-stage planning, Tech Support, High-stress situation management

As a child welfare caseworker, I was frequently dropped into tense situations with resistant and captive audiences and honed my ability to influence without power and communicate during high stress situations. I consistently taught families to manage their lives better using their strengths to address their needs and weaknesses while keeping documentation so clean it was often testified to in court. I maintained a caseload averaging 10 families and 20 children and met with clients in their homes and communities to ensure child safety, keeping detailed case notes and records. The role involved extensive coordination of large cross-functional teams of professionals with up to 30 members including representatives from treatment teams, legal and court representatives, educators and administrators, and CYF peers.Key skills learned: Pragmatism, Influencing without power, empathy, the power of small changes over time, detailed documenation, direct communication, hard conversations