Creating the ideal mobile solution for airport agents to help travelers navigate to their flights.

Guided the Web SDK from infancy to a fully featured app and SDK product.Initially without a Scrum Master, I established and managed Agile/Scrum processes and ceremonies for the web team.Expanding beyond the Product Owner role and into the Product Manager role as defined by Scaled Agile Framework (SAFe), I wrote and prioritized program level features in addition to writing and prioritizing team level stories. Creation of these features required collaboration with customers, business leaders, business analysts, subject matter experts, UX designers, architects, engineers and other stakeholders. Further setting myself apart from other Product Owners, I also personally added value in all the areas of the aforementioned stakeholders.Helped organize an implementation of SAFe in the domain, including the planning and execution of Program Increment (PI) Planning events.Given my success with the Web SDK product and team, I was asked to be Product Owner of the Mobile SDK as well. With this additional responsibility I aligned the products and guided them towards a shared vision.Following success with those products I became Product Owner of Navitaire's legacy dotREZ Web and SkySales products as well. These products were in maintenance mode and approaching sunset.Evidence that these products helped our carriers reach their goals can be seen in the case studies of early adopters, Sun Country and JSX, found at https://www.navitaire.com/digital-services .

Senior Product Owner over one of the most challenging and visible products at Sling TV: Client Middleware (CMW). CMW was a set of web services connected to nearly every other system at Sling, including backend systems and 12+ internal client apps. So many technological connections necessitated many effective business connections and constant collaboration.Sling implemented the Scaled Agile Framework (SAFe). Working with the Product Manager at the program level, I was responsible for the team level "why", "what", and "when" of the product. I worked with stakeholders to define and prioritize stories in the development team backlog.Accomplishments included:Carried many of the project management responsibilities. For multiple quarters prior to my arrival, the team was accomplishing roughly 60% of their objectives. Following my arrival, our team accomplished on average very close to 100% of our quarterly objectives. One of our main objectives was moving business logic from client to server.Added value as an exceptional organizer, improver and builder amid the chaos, and fostered a positive team reputation. Over the course of my ownership the product went from being called a “run-away freight train” and the “naughty stepchild”, to being the “poster child” of a successful product at Sling.Under my purview the frequency of our releases increased from 3-6 months to less than a week, closer to CI/CD. The quality and reliability of our releases also increased significantly, contributed to by better priorities, better product requirements and 100% integration test coverage.Contributed to business process improvements including our developer workflow, issue resolution process and engineering/product management interactions.

Product Owner for the Veterans Advantage subscription product, which provided discounts and other benefits to military families.I wore several hats including Product Owner, Scrum Master, Project Manager and Development Manager. Seven software developers reported directly to me and I managed their tasks and priorities, in addition to contributing to the product roadmap and direction.Accomplishments included:Managed priorities and workload of seven developers as we maintained our current site and cooperated with development agencies to create an entirely new website. Led Scrum related and stakeholder meetings.Clarified project management realities and $1 million in contracts with the agencies. Upper management had the expectation that we had a contractual agreement on the scope of the project, in addition to schedule and cost. They demanded strict constraints on all three, which can be an impossibility in project management. I discovered that the contract was standard Time and Materials, which does not include scope, and adjusted expectations accordingly.My decision making was relied upon heavily, and in one case I had to decide between an option that was clearly better for our developers, and an alternative that was clearly better for our business and customers. Though it was less ideal for the developers, the business and customers took priority. The decision was whether to continue outsourcing development work or complete it in-house.

Senior developer on the mobile team and one of three involved in the complete UX redesign of the Android (Apache Cordova) version of the company's primary mobile app. Had integral role in determining what technologies we would use, how we would use them, UX/UI look-and-feel, and the general product direction. Sole developer adding new features to the app once the redesign was complete.

Lead developer and point-of-contact for several Java-based web applications including Deseret Industries Case Management (personnel management), Church Humanitarian Services (project management) and Global Visa Management (missionary travel document management). Also developed Temple Worker (temple worker management) and Temple Charts and Indicators (including global Temple Annual Report for Church leadership).Also completed project management tasks including requirements gathering and prioritization, writing user stories, leading sprint planning meetings and iteration reviews, user acceptance testing, resolving customer concerns, estimating project costs and resource requirements, managing scope, scheduling releases, and attending training including LPMA (Leadership Process: Motivating Achievement) and PCM (Leadership Process: Process Communication Model).Obtained the Certified Associate in Project Management (CAPM) Certification from Project Management Institute (PMI) on April 16, 2015.

Cutting-edge, Java-centered web application development in a competitive and fast-growing IT-focused corporation, including the creation of a web portal into a Customer Relationship Management (CRM) system, and subsequent presentation to the 900+ employees who would be using it.

Full-stack developer of Java-based applications in the Blue Coat WebFilter ecosystem, including a web application used to categorize the entire internet.Assistant to the product manager for a third of my time. Included competitive analysis, concept presentations and research documentation for potential products.

Primary developer of new Java-based web applications including the main registration process, the company event site, and the tool enabling members to view and work with their respective business organizations.Training of staff and customers on the use of these applications.

Third internship at National Instruments (NI). The first two focused on NI LabView and NI.com search engine development.Creation, organization and marketing of ideas to increase discussion (support) forum activity, including cost-benefit analysis.Website usage research and reporting.

Gained extraordinary teaching and leadership experience in New York City, Long Island and Bermuda.Personal focus on serving the community, reaching smart goals, effective communication and presentation skills.Leadership over more than a dozen representatives – managing daily activities, conducting educational and motivational meetings, resolving issues with co-workers, counseling privately, and influencing for success in a challenging, results-oriented environment.Public speaking in locations ranging from churches to street corners to the Staten Island Ferry.