Primary responsibilities include technical direction on building and maintaining highly customer focused and large scale software SaaS components hosted on AWS, managing multiple scrums teams totaling up to 25 people, overseeing agile software development process, working with various stakeholders (Product Managers, Executive Leadership, UX, Business/Operations Leads) on requirement/design/integration of software components, addressing customer issues/escalations and providing production support to existing systems.Manage Tier 3 production support team of 15 developers working across multiple products. Doubled team output within 1 month of taking over the role by providing technical direction, reprioritizing work and eliminating unnecessary meetings. Hands-on manager involved in troubleshooting application issues across systems implemented in multiple languages including Java, Nodejs, Ruby on Rails (RoR) with React frontends connecting to MySql and Postgres databasesIdentified the need to have in-depth knowledge of Welltok’s implementation of Pega and became the only full time employee that is able to debug the code. Worked with a Pega contractor located in India to implement changes as needed.Designed and implemented a change management process facilitating the review and approval of critical aspects of major releases by key stakeholders.Created a new process for defining and communicating deployment instructions by working with DevOps to identify a single authoritative source for multiple types of information. This allows only relevant data be provided to specific groups so information is clear...eliminating errors, confusion and extended time required to deploy.Recruit, train and mentor full time and contract team members, evaluate performance as part of the performance review process. Create an inclusive and fun work environment where every employee engages effectively.

Industry: Residential Construction

Managed 9 developers and technical analysts (in-house and remote), supporting and developing B2B integration systems. Served as interim Sr. Manager for DevOps and Production Support groups in an environment that handled 100K+ daily customer and vendor transactions. Deeply committed to the IT values of trust-based relationships, collaboration, and transparency. Mentored team on daily tasks and goals, and handled performance objectives and annual reviews. Challenge: A disproportionate number of contracted development staff led to the degradation of software operations functions. Important and impactful tasks were performed by people without true ownership.• In response, led an indirect team of global resources with development partners, managed project/program work, set expectations for quality standards, and defined SLAs for an operational support model.Identified the need for a centralized system to track data issues. Without resources, gained corporate buy-in by leveraging an existing application (ServiceNow). After implementation, adoption soared across company due to ease of use and functional flexibility. • Engaged team manager in implementing a new form for data collection; performed testing and migrated data. • Created reports that identified problem areas in the system and with customer data. The reports eventually helped to determine future functionality.Centralized the defect management process, and standardized issue support to replace a high-legacy process.• Conducted system analysis, and assessed the functionality to determine if the application had the capability to send http requests when triggered. Tapped into my programing knowledge, and wrote code for creating the request to be sent to the system. Industry: Retail

Managed a portfolio of services, systems, and projects that provided real business impacts by focusing on value management and business capabilities. Identified cost saving opportunities, minimized "cross program" redundancies, decreased cross-organizational communication barriers, and managed risk.• Selected for a highly coveted position, working with Six Sigma Champion, to lead an initiative to consolidate IT operations across DuPont's companies. Tracked and adjusted an $8.6M budget across multiple projects. • Established a program structure to ensure tight collaboration between individually managed, but functionally dependent, construction, engineering, computational biology, and software development projects; budgets totaled $40M.• Negotiated and managed $10M in contracts for engineering automation with 2 international vendors, holding vendors accountable for meeting milestones and requirements.• Formed risk mitigation strategies for the constantly fluctuating EURO exchange rate, lessening the risk that project expenses might exceed the budget. Industry: Agriculture

Managed a newly formed team of 4 project managers, and implemented standard Agile project processes (i.e., requirement gathering processes, documentation standards, and the definition of project role responsibilities across Research IT.)Promoted to lead a newly formed team consisting of my project manager peers, applying my experience with organized project management. • Formulated practices that included project prioritization and an effective requirements gathering process, along with a structured process to manage production problems. • Created detailed requirements documents with mock-ups that required sign offs by the business and IT. Led a focus group in the definition and creation an organizational structure and Agile project and support processes for departmental reorganization. Created a project and program portfolio for Research IT, using MS SharePoint and Project Server. Enabled management, tracking, and reporting of priority, status, and resource usage for current and planned projects.Industry: Agriculture

Championed the transition from client-server applications to web-based solutions in order to decrease the technical support burden and increase accessibility.Collaborated with business partners to gather functional requirements for a scalable, multi-tiered, web-based system to manage multiple types of customer requests. Led the effort to increase "in the field" productivity with an iOS device solution (iPad, iPod, and iPhone) for use in real-time data collection, eliminating an arduous process that was a support nightmare. Overcame extreme resistance to change by the development team, delivering a system the business community loved.Drove an initiative for implementing an ERP solution built on Microsoft Navision. Led vendor analyses, managed selected vendor relationships, and worked with the legal department to create a contract. Industry: Agriculture

Met a rigid deadline for the implementation of new functionality that supported a major new line of business by taking a hands-on role and working long hours to complete the application. Marketing had already promoted this functionality and our credibility was on the line.In a Lead Software Engineer role, led a data integration project to replace a high-legacy call center application that lacked key functionality. • Created a roadmap to outline steps to build a web application to pull all the health care data, thus eliminating the need for as many as 20 COBOL screens when servicing a customer call. • Included solution in our newly formed data management strategy; presented to senior management and staff, and it became the group's new direction. Created a new approach toward working with offshore resources, resolving issues with incorrect functionality and numerous defects. Built a strong knowledge base by providing easy access to subject matter experts via:• Regular morning meetings and a standing agenda to discuss specific code issues, new functionality, etc. • A collaborative SharePoint site. Asked by senior management to present my solution as a best practice.Industry: Healthcare

Industry: Insurance

Industry: Healthcare

Industry: Higher Education

Industry: Healthcare

Industry: Healthcare