As part of a larger digital transformation, I moved from reporting in to a director of a specific portfolio (Hyatt.com web) and instead reported into the Director of Program Management which supported all portfolios. My primary responsibility remained with the Hyatt.com portfolio, but I also worked on initiatives across the entire digital organization. Led bi-weekly meeting between CISO, CTO, VP of Product Engineering, and other stakeholders to ensure that CyberSecurity initiatives are appropriately prioritized. Drove a program to improve and extend the functionality of the member login experience across all entry points on the website and the mobile app. Coordinated Dev and Ops efforts to address security-related items such as installation of third-party updates, addressing HackerOne items, and continued use of static code analysis. Participated in discussions with and POC implementations of third-party security tools pertaining directly to the Hyatt.com website. Coordinated efforts which spanned multiple pods, such as performance improvements, info-gathering (such as to support GDPR/CCPA compliance), and QA of potentially impactful efforts from outside the organization. Assisted with digital transformation to a POD model to minimize impact to deliverables.Key Accomplishments: Coordinated the design and development of a new in-house system to manage and house member credential data with input from architecture, cyber security, and many other stakeholders. Completed the migration of credential data for entire member base from a third-party loyalty system to the aforementioned in-house system with minimal disruption and impact to customers by running and refining the process in lower environments with assistance from development and QA across multiple teams.

Due to my work up to this point and the transition of the prior team lead, I was promoted into the team lead role, leading two other Delivery Managers. Served as initial POC for other Delivery Managers to assist with any issues or escalations. Joined the booking team as scrum master, blocking external distractions and improving the team’s ability to deliver upon committed items. Took on additional responsibility as booking team release manager: JIRA to create and populate releases and tag components, Confluence to create the associated release instructions, Git to manage commits and release branches, Jenkins to track/promote/deploy the commits across environments and ServiceNow to handle any scheduling or change requests. Assisted Director and his VP with tracking costs for the entire Dev organization and measuring it against the forecasted budget for the year. Coordinated with appropriate team leads and managers to ensure that all contractors billed against appropriate task codes in Fieldglass.Key Accomplishments Drove the transition off of multiple inter-connected legacy systems, dramatically reducing licensing and hardware costs while reducing the company’s potential exposure. Completed the migration of our remote Digital Asset Manager from AWS into our data center. This was coupled with an upgrade from CQ 5.6 to AEM 6.4.

I was hired to join a Delivery team reporting to the Director of Software Engineering for the Hyatt.com website.Key Accomplishments Completed the upgrade of the World of Hyatt and some other Hyatt sites from CQ 5.6 to AEM 6.3.

New leadership was brought into the company, and a formal PMO was formed. After meeting with the Director, I was re-aligned into a Senior Project Manager role. My additional technical tasks were removed, allowing me to focus purely on the management of projects.After the dissolution of the PMO in Feb 2017, I remained in a senior role, taking an advisory role with 2 other project managers and mentoring a new project coordinator who was brought on board.

After supporting the efforts of the Partner Services organization for many years, I was transitioned directly in to focus my efforts on supporting just this team. I retained my project management responsibilities but also interacted directly with the partners much more frequently, instead of serving as a primarily internal resource. In coordination with the account managers, I worked with the partners from early stages, acting as the primary technical contact for them, fielding detailed questions about our services. I would also assist with general integration topics pertaining to SSO and API, looping in our development manager as the SME as needed. I also directly assisted partners with any technical issues they experienced, and escalated as necessary.In this time, Hostway also adopted the Parallels Automation platform. I drove the technical setup of this environment, as well as the development of the APS packages for cloud hosting, OX App suite, and Hosted Exchange.

I had left Hostway to go back to school and also worked as a high school math teacher. I was recruited back to Hostway to work on a couple of large initiatives they had going. I had to wear many hats; my primarily responsibility was as a hands-on technical project manager, but I also owned tasks which otherwise would fall under Business Analyst and QA Analyst. My priorities were to support our Partner Portfolio and an internal migration program. Partner Program – Hostway partnered with many of the top telco companies in the US to provide white-labeled services (web, email, domain name registration) to their subscriber base. I also drove the implementation projects, coordinating the setup and customization of the control panel, order form, help pages, and more. I also formalized and documented the process, reducing the time to completion for these efforts. Migration – Hostway had many legacy systems which had been set up in the late 1990’s and early 2000’s. These included a home-grown customer management system and its associated customer control panel, and legacy hosting and email services. I spent many late nights working with our migration team on phased efforts to migrate the web service from discrete servers to our newer clusters. Similar efforts went into our mail service. Once these were complete, we were able to migrate the customer records themselves into the new management system. On all of these nights, I took an active hand in troubleshooting errors and quickly addressing them so that we could complete the allocated work for that evening. Besides those two efforts, I also supported data analysis efforts, providing regular reports up to my leadership, occasionally reporting directly to the CEO as well.

As the company grew, I discovered that I enjoyed (and had an aptitude for) serving as a mentor to incoming support agents. When a formal training department was created, I transitioned into that group. I was able to leverage the breadth of my experience to succeed in this role. We transformed an ad-hoc experience into a standardized program consisting of classroom training with a set curriculum, time for shading live support activities, and a post-onboarding mentor program. To support this, I extensively expanded the content of the training manual. We also expanded this program to train new developers and system administrators. They were exposed to support calls as well so that they understood the direct impact of the work that they would do.

I joined an early-stage start-up web hosting company which had a very small number of employees. I was still in school at the time, so I would go to class and go to work afterwards. When I finished school, I transitioned to working full-time. Because there weren't many of us, I handled all forms of customer interaction (phone and email), including technical support, billing, sales, and customer service. I had elevated access to the Linux systems (web and mail) and Windows NT systems (web) in order to provide advanced support. I was able to check system-level processes and load, check for any locked files, reset application pools, check permissions on user files, etc. I also had to have a strong understanding of DNS and various transfer protocols to address issues related to accessing and interacting with our systems from an external point.