Hal Waterman Email & Phone Number

Boston, Massachusetts, United States

• Advanced Certified Scrum Master (A-CSM) serving global DevOps, Engineering, and non-technical teams
• Serve 3 global teams simultaneously across multiple domains, including IT, software development, partner implementation, and platform/internal systems support​
• Lead team ceremonies such as Daily Standups (DSU), Sprint Planning, Refinement, and Retrospectives. Maintain team KPIs, such as capacity and velocity metrics. ​
• Act as liaison between scrum teams and Portfolio Planning Management to help join business demands with team capacity to ensure transparency and accurate delivery commitment timelines​
• Facilitate cross-functional business-wide events, such as Demos, Scrum of Scrums (SoS), and Program Increment (PI) Planning
• Streamlined DSUs by introducing lean principles such as uniform workboard views, adhering to time allotments & meeting structure, instituting color coding & tagging on work items, and adding checks for playbook.

Ipswich, MA

• Advanced Certified ScrumMaster who served DevOps, engineer, and system infrastructure teams focused in the areas of AWS (Amazon Web Service), SDLC (software development life cycle), and maintaining and improving.
• Applied the lean and agile principles of Scaled Agile Framework (SAFe), Scrum, and Kanban
• Acted as a leader who serves by monitoring Rally Kanban boards, capacity/load/velocity, and work in progress (WIP), helped to remove blockers and meet iteration goals
• Facilitated events, such as Daily Standups, Iteration Planning, Team Review/Demos, Retrospectives, and Program Increment Planning (PIP)
• Coached the team in lean and agile methodologies
• Supported the 3 levels of empiricism: transparency, inspect, and adapt

Ipswich, MA

• Initiated rollout of Rally lean/agile software across dept and acted as department trainer and subject matter expert (SME)
• Assisted in the creation of multiple new Tableau reports that allowed the team to build schedules and manage metrics
• Created dept EBSCO Exchange Program, which matches up employees for 30 day sessions in a variety of areas

Ipswich, MA

• Led team of 11, consisting of Analysts, Supervisors, & Production Coordinators. Responsible for many of the front-line processes that are essential in the building of EBSCO’s premier products
• Served as department project manager for Flipster, EBSCO’s digital magazine reader/online newsstand product
• Acted as department project manager for a new international product line
• Pushed major cost savings initiative forward to reduce the amount of hard copy EBSCO receives due to legacy workflows. Reduced onsite storage library by ~500,000 magazines thus creating new working and cafeteria space.
• Oversaw digitization of esteemed publications’ catalogs, such as US News & World Report and Forbes, as well as work with top museums to archive their historic collections, such as New York Historical Society and.
• Designed new working area for team when relocated to new building resulting in a more efficient lean workflow

Lexington, MA

• Headed operations and program management for Google’s Massachusetts BookSearch Project. Guided employees of all levels, including Operators, Technicians, QC, Trainers, Recruiters & Managers. Under my direction, there.
• Transformed the least productive Google BookSearch site in the country to the highest performing by delivering the top metrics in the history of the Google BookSearch MA project, ranked as the highest site in the.
• Reduced Google’s biggest KPI, Labor Hours Per Book, by.44 (.08 below target)
• Increased Productivity of Page Count by 1,800 per operator (400 above target)
• Raised overall operator Quality average by 5%
• Decreased voluntary turnover by 31%

Boston, MA

• Managed front-line services at the Brigham & Women’s Hospital, a multi-million dollar world class institution serving millions of customers yearly. Under my direction, there were ~150 cross-cultural employees. I had 20.
• Held the company’s highest ranked client satisfaction rating with an overall average score of 96.3%
• Reduced employee turnover to less than 10%, the lowest point in the department’s history
• Developed and implemented a transport team, enabling the Newborn Center to reduce the total discharge time of new mothers from 54 minutes to 17
• Coordinated major projects including the acquisition of a new parking facility, the creation of an Ambassador program, the opening of a new Cardiovascular Center, and a conversion to a new pay system