Berkadia, Inc. Lean Agile Team Leader Supported multiple software development teams as the office expanded from 4-30 developers in a year. Fostered a collaborative environment where teams could be productive, successful, creative, and continuously improve. • Helped teams self-organize around prioritized work they were interested in, creating greater job satisfaction for software engineers. • Restructured Backlog Grooming meetings to help teams identify emergent work, make it visible, and placed in the backlog for prioritization. • Kept teams focused on finishing Sprint commitments and the Minimum Viable Product. • Encouraged team members to implement best practices in Agile Methodologies. • Worked with Product Managers and development teams to create and maintain: Vision Statements, Roadmaps, Definitions of Ready and Done, and Team Working Agreements.

ARUP Laboratories, Inc. 2012-2017Agile Team Lead II Lead and coach up to 3 software development teams as they create and enhance various web applications that help physicians, pathologists, lab technicians, nurses, and send out technicians provide excellent patient care through timely and accurate lab test orders and results. • Encourage team members to implement best practices in Agile Methodologies. • Co-facilitate a monthly Agile Forum to provide the broader project community within ARUP new tools and ideas to improve team development and decision making. • Worked with Product Managers and development teams to create: Vision Statements, Roadmaps, Definitions of Ready and Done, and Team Working Agreements. • Assisted in creation and presentation of curriculum for Product Owner workshops. • Co-created and facilitated curriculum of splitting Product Backlog Items.

Supported the Content Conversion Project Manager, Editors, Designers, and Developers as they converted 173 core Church publications into and XML format in 26 languages. Employed Scrum Methodology to lead morning meetings with the design team. Managed and tracked the progress of each file through the duration of the project. Produced the weekly metrics report, including detailed budget tracking, on the overall progress of the project. The report went into PEC on a monthly basis. Managed vendor relationships to maintain good relations with the Church, and allowed the Project Manager to focus on other aspects of the project. Conducted monthly personnel interviews and reviews for the entire staff, providing the Project Manager with an overview of the team.

Managed the daily release and distribution of funds to Ward Meeting Houses around North America, and for Church Employees working at the Church's World Headquarters. Daily wired millions of dollars to various church locations around the world enabling them to provide for and meet the needs of church members. Printed and disbursed an average of 1,000 checks each day to be mailed to church units to maintain their daily operations. Also printed and distributed payroll checks for D.I. employees every two weeks. Distributed and replenished Petty Cash for the entire Church Office Building, allowing departments to provide for miscellaneous needs.

Coordinated schedules and meetings for the Church's Payment Card Industry (PCI) Compliance Project Tea which consisted of the Chief Information Security Officer, Technical Engineers and Operations, Treasury, the Compliance Officer, and many Program Managers. Managed and communicated the meeting schedule for the PCI Compliance Project Teams. Updated schedules as necessary through MS Outlook keeping the teams organized. Published detailed notes and current action items for all PCI Compliance remediation meetings, and distributed the notes to the teams and Business Units which kept all players on the same page. Updated the PCI Compliance SharePoint site with meetings as they were scheduled and changed. Posted meeting notes and PowerPoint slides to the site, providing all team members with accurate information.

Assisted the President of Great American Cookies, Pretzel Time, and Pretzelmaker in managing his schedule, travel, communications, and reports. Updated data for both the Great American Cookies franchisees and the general Great American Cookies websites. Also assisted in creation of new franchisee website. Processed expense reports for the President and Field Personnel in a timely manner, providing them with the financial resources needed to operate at maximum capacity. Planned on-site and off-site meetings for President and Franchisees to celebrate Great American Cookies' 30th Birthday Party in Atlanta, GA, promoting media exposure. Liaison between Operations and Development teams and the Corporate Office, which fostered greater communication of current and potential issues.

Supported the Finance Director in daily office procedures and activities to allow him to better accomplish tasks with parent and subsidiary companies. Organized and executed bank card roll-out meetings for twelve separate business units, providing the employees with critical written and verbal information to activate and use the card and expense reporting system. Researched and renewed contracts with two wireless communications companies supporting communication efforts for office and field personnel for the next two years. Coordinated conference calls allowing remote access to monthly management and board meetings.

Assisted Project Managers during all stages of structure development - from pre-construction to turning the completed structure over to the owner. Processed Subcontractor contracts, Change Orders, and additional paperwork providing the Project Manager with more time to attend to the daily issues associated with the project. Maintained close communication with Subcontractors to provide Project Managers with the most current information relating to current projects; alerting Project Managers to potential issues allowed them to be proactive in resolving problems in a timely manner. Simultaneously maintained current insurance information for all Subcontractors on assigned projects, which helped protect the company.

Created and maintained schedules and weekly project reports for distribution to individuals throughout the company. Reduced copy expenses to the company by $11,000 yearly by changing the weekly project status report to an electronic format. Functioned as intermediary between various internal departments to establish more fluid communication. Managed interdepartmental adherence to prescribed project forecasts, which insured that projects arrived in-store on time and within budget. Worked with multiple Administrative Assistants in maintaining Senior Executive calendars, which allowed better management of their time. Provided detailed information regarding decisions reached and open issues after critical meetings to individuals throughout the company, resulting in a clear understanding of next steps.