January 2022 - Present: Technical Product OwnerWorked with stakeholders to identify backlog items, managed the backlog according to company strategic goals, communicated status regularly to stakeholders, worked closely with the team, vendors, and implementation partners to develop the backlog items in each sprint, and provided technical leadership for cross company strategic initiatives.• Provided technical leadership to migrating the company's file storage solution into SharePoint, including acquiring tools and implementation partners, developing the migration schedule, coordinating technical solutions to issues discovered during the migration, developing communications, and managing the file migration.• Responsible for ServiceNow (ITSM, ITOM/Discovery, HR/Cases, IRM/GRC, SPM/Agile), SharePoint Online (One Drive, Teams, Purview, Sites, Power Automate, Viva), other back office applications• Completed course Visionary Leadership: The Lewis and Clark Experience• Empower EIG Steering CommitteeMarch 2020 - December 2021: Senior Scrum MasterCreated a new Agile team to support Enterprise Tools. Facilitated Scrum ceremonies, coached on Agile, Software Development Lifecycle, and System Administration. Also filled Business Analyst, System Administrator, QA, Technical Lead, and Product Owner roles for several months each to cover gaps in team composition.• Completed courses Identifying Unhealthy Conflict, Managing Conflict, Leading Effectively from Anywhere, Giving and Receiving Effective Feedback• Member of Diversity and Inclusion Council, Inclusion Committee LeadNovember 2018 - March 2020: Scrum MasterCreated a new Agile team to support Core Banking Applications. Facilitated Scrum ceremonies, coached on Agile and Software Development Lifecycle. Worked with the Product Delivery Office to develop metrics & reports, governance & controls, and risk models for Agile teams.

2021- present Product ManagerCraft bean-to-bar chocolate sold online and locally under the DBA Ty yn Goch Forrest Chocolates. Testing the market, creating messaging, developing strategy, and setting the company vision and priorities.2015-present PublisherIndependent publisher of business and self-help books under the imprint Ty yn Goch Forrest Publications1997-2018Representative of the company to the public and industry. Identified industry trends, made decisions on corporate direction, created the corporate portfolio, managed the budget, formed relationships with executives at similar companies, sold services to large corporate clients, maintained customer relations, hired and managed employees and contractors. Served as Staff Consultant assigned to the most challenging projects.• Highest sales were $3.7 million a year• Highest staff size was 11 full-time people

W2 Productions provides a variety of services to local businesses, including printing large scale fine art photography, 3D printing robot parts, and machining.

Coached Program and Project Managers, Scrum Masters, and Product Owners on Scrum and Scaled Agile practices applied to distributed teams implementing cloud solutions with implementation partners. Introduced Rally software, Agile metrics, and DevOps practices. Facilitated SAFe PI planning exercises.• Identified a creative solution for a struggling 6 month project managed by an implementation partner to get back on track and successfully deliver according to contract.• Facilitated conversations with nine teams and three implementation partners in a multi-year program to resolve issues and complete the program.• Worked with a program management team on a multi-year program to identify large scale issues and bring them to resolution before they impacted the program timeline.

I was one of two Agile Strategists working with executive management to define and implement a strategy for large scale adoption of Agile practices in IT at CCE. Based on the needs they expressed, I developed an Agile approach tailored to meet those needs and with them created a plan to implement Agile in 2015.

Lead Consultant of the Agile Implementation Initiative, to move the $600+ MM IT portfolio (hosted and cloud, on and offshore teams) to Agile. Assessed current state of Agile, worked with executive leadership to set direction and priorities, then developed, implemented, and evolved a change enablement strategy. Worked with teams across the Enterprise, including PMO, Corporate Communications, IT leadership, and business leadership in Banking, Wealth, and Insurance.Developed one set of metrics across Agile and Waterfall teams and developed portfolio progress reports based on those metrics. Created and delivered an Agile maturity assessment and reported progress regularly to the VP responsible for the transformation. • Reduced IT costs 10% ($60 MM) • Coached a $75 MM program to successful completion.• Worked with Corporate Communications on change enablement communications and coached departments on motivational, behavioral, and neuro-linguistic change enablement activities. • Provided contract and customer relationship management for $3 million in contacts with USAA.

Retained by the Project Management Office (PMO) to turn around a failing Waterfall project 25% into its projected timeline. Converted the Waterfall project into Incremental Waterfall. Hired the testing lead and developed the user acceptance plan using stakeholders from the 9 riparian countries of the Nile as testers. Worked with ministers of several Eastern African countries to characterize their needs for the project.• Facilitated collaborative dialogue between PMO, Vendor, and Stakeholders, repairing broken relationships, leading to successful completion and Vendor getting the support contract at the end of the project.• Used multiple releases to demonstrate working software earlier and get buy-in from stakeholders so software was accepted and used at the end of the project.• Despite wars and revolutions in client countries, kept stakeholders collaborating to complete the project. That cooperation has lasted more than 10 years despite significant upheavals in the Nile region.

Courses I taught included:o “Survey of IT Software Architecture for Managers”o “Fundamentals of System Development”In addition, I guided and mentored student Senior Projects

Develop and deliver a course Software Architect Fundamentals to students in the Software Engineering Graduate program.

In a politically challenging situation, made effective use of employees and contractors to revive a large program stalled in requirements analysis. Developed the individuals into a team by fostering an environment of trust and respect. Coached employees in Business Analysis skills enabling them to take leadership roles on other projects. • Guided leadership to split a $45 MM Waterfall program into 5 independent Agile projects running in parallel, which all finished early and on budget.• Guided architects (business, data, system, requirements) and removed roadblocks on the $300 MM parent initiative, leading to earlier successes for several projects in the program.• Did contract and customer relationship management on a $5 million contract with BCBSNC

Worked with a multi-national team of Electrical Engineers in Japan, Germany, and the USA to elicit, document, and manage engineering and embedded software requirements as use cases. Transitioned the use cases to the Software Architects and Business Analysis team.• Developed a customized software development process using RUP, Program Management, and Product Line techniques for this 1500 person division of Agilent.

During this contract I held several different positions. I was first hired to write and deliver training in Use Cases, OOAD, Rational Rose, and Software Architecture in Safeway's offices in Walnut Creek, CA. This work continued from December 2001 until April 2002. Then I moved into a RUP Mentor position under Mara Gordon at the Walnut Creek offices. In that role, I mentored 20 different project teams in applying RUP to project development. This generally involved working with the Project Manager, Business Analyst, and Project Architect. I was part of a large team of 15 RUP mentors, and we all worked together to customize RUP in a manner appropriate to the work at Safeway. That work of customized RUP and mentoring teams on the process continued until approximately May 2003.In October 2003, I was brought back to Safeway to develop role-specific RUP training and deliver it at Safeway's office in Winnipeg, Manitoba, Canada in January 2004.

1999-2001 DirectorMember of the executive staff, contributing to decisions on corporate vision and portfolio. Manager with HR responsibilities for 9 employees in two divisions (Web Development, Object Technologies). Participated in sales to corporate clients, did customer relationship management, trained directs in new skills, and helped with career development. • Managed a $2.6 million sales quota with 50% profit from my divisions to the company• Found creative solutions for employees when both divisions closed due to dot com bust1997-1999 Object Technologies ConsultantAdvised and led software process improvement efforts at a large number of San Francisco software companies. Andrews Technology was initially a customer of Wyyzzk, Inc but as my responsibilities grew from Consultant to Director, I became full-time staff.