Jeff Wolfe Email & Phone Number

Change leader for PMO to drive agile transformation and adoption of PMO methodologies. Drove delivery of PMO projects within ECM (on-time, on-scope and on-budget)• Provided coaching for 6 Scrum Masters and 4 Project Managers on PMO best practices• Collaborated with ECM Director to organize 30 team members into 6 agile teams to optimize delivery• Prioritized 12 projects and communicated bi-weekly project status to key stakeholders• Communicated $6M program status, monthly, to senior leadership

Scrum Master, Agile Coach and Agile Champion team member; responsible for driving delivery of content Features in support of the US business unit portfolio and being a change leader, helping drive enterprise transformation to Lean Agile, at scale • Established a high-performing agile team as Scrum Master for one Scrum team, which served as a model for other teams• Assigned as an Agile Coach to 3 low-performing Scrum teams. Collaborated with teams to adopt best practices to establish a predictable cadence, resulting in 33% improvement in Business Value Delivered• Supported 12 value streams for US business unit as an Agile Coach for 19 Content Systems agile teams

Managed overall program execution of the Statutes Modernization program—a $24M, multi-year program—to a successful release. Managed multiple, cross-functional, geographically-dispersed teams in a matrixed environment.• Provided leadership and direction for Project Managers within the Statutes Modernization program• Communicated bi-weekly program status to key stakeholders and leadership• Managed a large cross-functional team (150+), including a third-party vendor, to build a new Editorial system—comprised of 92 Tools and Workflows—for processing data, which improved time to market by 60%• Actively navigated teams through issues related to dependencies on parallel development of two new infrastructure platforms—one, for collection and conversion of the data; and the other, for data storage—in order to keep program aligned with Scope, Schedule and Budget targets• Provided stability and direction to a program, that had cycled through 4 Program Managers• Led team, that had been churning in the Design stage for almost a year, to effectively lead the team out of Design, through Development and to a successful release• Partnered on the migration of ~180 staff members to the new system and to ease the organizational and cultural shift from “print first” to “online first”• Interviewed, managed and provided performance feedback for 3 contractor Project Managers

Effective management—using Waterfall and Agile methodologies—of cross-functional, international teams in matrixed environment• Managed multiple, concurrent projects for US, Canada, England, France, Germany, Asia-Pacific Business Units • Communicated weekly project status to team members, stakeholders and upper management• Managed $9M Statutes Enhancements project team: organized and coordinated large cross-functional team with third-party vendor to convert 2.5M Legislative documents to XML; included new development of all levels of the stack (e.g. markup, schema, conversions, fabrication workflows, infrastructure and application); actively navigated through and recovered from two conversion vendor failures in order to keep project team on track to deliver project scope for this business-critical content• Managed $1.1M Rosetta RAP (Reliability, Availability and Performance) Improvement Program: organized and coordinated large cross-functional team to identify, evaluate and size RAP improvement opportunities; presented proposal to Sr. Mgmt and global Business Unit leaders; secured $1.1M funding; managed several of the RAP projects, as well as the overall RAP Improvement Program• Received “Boundarylessness” Award for strong leadership of Asia-Pac Citator project, the company’s first foray into providing the delivery of Unicode ranges outside the Latin-1 character set. Collaborated with, and liaised on behalf of, the Asia-Pac Business Unit to overcome several challenges: loss of key resources, foreign languages, lack of Business Unit familiarity with software development life cycle and implementation of new technology.• Successfully managed French Tax Search Forms project team to deliver on-time and on-budget. Near the end of Phase 1, due to late availability of data from French business unit, this project was estimated to have a 10% confidence of delivery. In a French business review, this project was considered the best managed project of the year

Trained, consulted and collaborated with Program Office and Engineering teams to implement Capability Maturity Model (CMM) process improvements to improve organizational efficiency and effectiveness; also led initiative to design, implement and execute Metrics Program to measure organizational performance• Helped drive engineering organization from CMM Level 0 to CMM Level 3, establishing documented, repeatable processes and improving productivity within software development life cycle• Analyzed and published quarterly metric reports on organizational performance to all levels of leadership• Served as acting manager for non-personnel related issues, when requested

Provide 2nd level (i.e. expert-level) technical support, both telephonically and on-site, to customers and other support engineers• Researched new technologies and off-the-shelf packages; integrated them with LexisNexis applications for use in customer environments• Served as acting manager for non-personnel related issues, when requested