John Nodolski Email & Phone Number

Melbourne, Florida, United States

Coached team to decrease Lead Time and System Lead Time by 84% and 45% respectively.Trained team on workflow improvements and risk management which led to a 600% increase in CI/CD deployments. Encourages a continuous learning environment to strengthen the team's understanding of Agile/Scrum concepts and principles.Works with Product Owners, internal partners, and business stakeholders to define and prioritize automation and risk reduction opportunities.Collect, analyze, and report on team metrics and use them to identify and initiate improvement activities. Lead/manage all Scrum cerimonies and provide coaching feedback as needed.Proactively identify risks and impediments and collaboratively plan to remove them.

In this role, I managed Learning and Development projects using both Waterfall and Agile methodologies. To achieve results, I helped scrum teams set goals and created sprint plans; then monitored their progress by anticipating, identifying, and removing impediments. For each project, I coached and developed each scrum team to be self-reliant and high performing, and created and promoted an environment where the teams continuously learn and improve on scrum principles and practices. As part of Vanguard University’s PMO, I also assisted with project prioritization and resourcing and developed various metrics to gage department success.

As a designer in Vanguard University, I served as relationship owner for various departments and have led teams of designers and interns.I have also created training solutions for diverse areas across divisions. My exposure to all these business areas has allowed me to expand my knowledge of Vanguard andto experience a variety of learning and project management styles. I often draw on this experience when positioning training solutions to clients.When consulting with clients, I partner with them to develop training that meets their business goals and learning styles. When doing this, I listen to their needs then position solutions that are efficient, flexible, portable, and that simulate the work environment back on the job.

As the Manager of the Institutional Client Software Acceptance Testing department, I was responsible for making sure that the software being elevated met the needs of the business groups. I acted as liaison between the systems and business groups and managed the writing and execution of test cases in conjunction with system elevations. I also managed a team of five supervisors and was responsible for a department of 30 crew members. A major goal of the department was to reduce our costs while maintaining our productivity and quality standards. By analyzing rates per hour, reviewing capacity, reorganizing functions. standardizing test cases, and including client subject matter experts, we were able to reduce our costs by 66 percent and maintain our standards.

I was the liaison between the systems and business units. I led and/or coordinated projects that crossed over many departments and divisions. These projects were very visible to our external clients and were time sensitive. My responsibilities included developing testing plans and schedules and communicating them to the department testers--- as well as learning new system enhancements and communicating any changes or testing efforts to the management team. I facilitated meetings with testers, trainers, and management from numerous departments throughout the company. In these meetings, I communicated the project goals, the participants' responsibilities, and project timeframes. As a result, the projects were elevated on time and with quality rates above department expectations.

•Managed high-volume monetary transaction operations teams. •Redeveloped the department’s hiring model and training curriculum.•Increased productivity and quality through department reorganization.

•Planned and implemented training strategies for the Transaction Processing Department.

Ba, Speech Communication

Ms, Instructional Media