Led the Agile Transformation program across the Developer Productivity organization. Responsible for all aspects of the program including implementation roadmap, training, tools and reporting. Provided necessary training for the organization including additional training for key roles such as Scrum Master and Product Owner/Product Manager. Acted as RTE for the Agile Train. Organized and led over 11 successful PIs. Coached at the team, program and portfolio levels. Collaborated with organizational leadership to implement and improve Lean Agile processes. Organized and coached Scrum Master COP. Partnered with executive leaders on establishing Agile Transformation roadmaps and plans. Successfully launched 3 Agile Transformation projects across Oracle. Provided analysis to business units to build a business case for Agile/SAFe adoption in their LOBs. Provided training for executive and key leadership roles on SAFe. Training and coaching Organized and led training for over 550 employees across Oracle covering the various Agile and SAFe roles. Organized and launched a company wide COP for SPCs. Provided coaching to various LOBs exploring or executing Agile Transformations or SAFe Programs. Represented Oracle as a member of the Scaled Agile curriculum working group. Provided input and review of materials for a new SAFe for Business Teams class.

Key participate in a POC to adopt the Scaled Agile Framework within the Cloud Integration organizationOrganized and successfully executed 5 PI sessions with over 100 attendees.Acted as the RTE for implementation.Setup Jira workflows and developed reporting and tracking processesCoached Agile Release Trains and Product Managers Delivered releases of cloud adapters as part of the release of Oracle Integration Cloud Service, a USD 500 million revenue iPaas service, to integrate Cloud –Cloud and Cloud-on premise products on time and with high quality.Responsible for driving initiatives for improving customer experience quality, continuous integration and delivery, resiliency and to reduce defects and service downtimeResponsible for the expansion of the regional QA team, doubling the team’s size, as well as adding the first international QA resources to the team. Work directly with Senior Development and Senior Product Management to create product roadmap, and prioritize program backlog for OER, OSR and Acadia initiativesPlayed a significant role in the Oracle Enterprise Repository ground up rewrite initiative, working closely with Senior Product Management and Development resources to determine product requirements, features, product architecture and technology. The team successfully developed and executed a comprehensive multi year QA plan overcoming a number of challenges

Mr. Yoder was responsible for the 25 employee Cleveland Branch, including decisions on projects, employee compensation, hiring and termination of employees, 3rd party vendor relationships, and overall financial management of the branch. Mr. Yoder reported directly to the General Manager of the Central region for FutureNext Consulting, and worked closely with the VP of Sales for the Central Region to pursue new and existing business opportunities. Mr. Yoder was also directly responsible for the branches 3 Project Managers, as well as 1 project manager located in the Chicago area, working to implement new project management processes and project status reporting within the Cleveland branch.

Electronic Payment Systems - From July 1998 to January 2000, Mr. Yoder was the Senior Project Manager in charge of Y2K activities for all of the EPS Division. He directed a 12-member team located in offices across the US. Mr. Yoder coordinated deliverable schedules, assisted with the resolution of project issues and was responsible for scheduling and leading review sessions with each team to assure that all deliverables were complete. Mr. Yoder was also responsible for managing the Y2K testing and validation activities for KeyBank’s national ATM network. He was responsible for insuring that internal technical staff completed required coding and testing activities in order to meet testing deadlines with Money Access Services (MAC). Mr. Yoder represented KeyBank on MAC’s national Y2K validation project that involved 5 other major financial institutions.ATM Operations – From April 1999 to September 1999, Mr. Yoder was the Senior Project Manager in charge of a project to upgrade all KeyBank ATMs. Mr. Yoder was responsible for coordinating the activities of 2 National ATM service vendors, as well as 5 regional armored vendors. Mr. Yoder was responsible for development of the project timelines, budget and project issue resolution.

Mr. Yoder held various positions within this area including Programmer, Sr. Programmer, and Systems Supervisor. His focus was on the support and implementation of package systems to support Payroll/HR, Fixed Assets, Accounts Payable, and General Ledger. Mr. Yoder was responsible for the installation of payroll systems releases, production support of the application and the creation of custom modules in COBOL and CICS to support the payroll department.