Michael Jebber Email & Phone Number

Cleveland, Oh, Us

Greater Cleveland

Strategic and Operational ExcellenceGuided 50+ executives from mid-size to Fortune 500s in manufacturing, finance, education, healthcare, marketing, and software development industries to:• Deploy innovative, adaptable operating environments, preventing new market disruptions from adversely impacting operations.• Turn strategic initiatives into tactical outcomes with measurable improvements in time/money ranging from 10% to 40%. • Delivered exceptional EBITDA returns performance as high as 24% to PE and holding companies since 2015.• Leverage business, IT, Lean, and Agile acumen to drive process and collaboration maturity between all accessible departments, contributing to the earlier identified metric improvements. • Provide metrics and status transparency to management at all organization levels, increasing alignment and reducing strategic delivery timelines by as much as 50%.• Measure process improvement and performance opportunities in time and dollars.• Train/support PMOs to work with organizations to improve product and project transparency and delivery.• Create a sustainable, attractive culture that fully leverages all resources for more than eight companies.Clients include American Hydro • Daxko • Enprotech • Industrious Group Inc. • Bevcorp LLC • Education Testing Services (ETS), and others.

Cleveland/Akron, Ohio Area

Enterprise Agile Coach and Lean Management ConsultantGuided 20+ executives from mid-size to Fortune 500s in manufacturing, finance, education, healthcare, marketing, and software development industries to:• Deploy innovative, adaptable operating environments, preventing new market disruptions from adversely impacting operations.• Turn strategic initiatives into tactical outcomes with measurable improvements in time/money ranging from 10% to 40%. • Delivered exceptional EBITDA returns performance as high as 24% to PE and holding companies since 2015.• Leverage business, IT, Lean, and Agile acumen to drive process and collaboration maturity between all accessible departments, contributing to the earlier identified metric improvements. • Provide metrics and status transparency to management at all organization levels, increasing alignment and reducing strategic delivery timelines by as much as 50%.• Measure process improvement and performance opportunities in time and dollars.• Train/support PMOs to work with organizations to improve product and project transparency and delivery.• Create a sustainable, attractive culture that fully leverages all resources for more than eight companies.Clients include Education Testing Services (ETS) • Industrious Group Inc. • Bevcorp LLC • Swagelok • The College Board (CB), Dwellworks • MTD • Key Bank • Fidelity National Financial Canada • The Federal Reserve of Cleveland, and more.

Greater Chicago Area

Lunum puts a human face to America’s workforce by measuring the impact of hidden inequities within a firm and its supply chain — including wage quality, access to opportunity, diversity, inclusion, and equity, health, and well-being — giving leaders the tools to drive meaningful improvements in workers’ lives, uplifting communities and creating long-term value for all stakeholders.

Cleveland/Akron, Ohio Area

Need: StratEx wanted to participate in delivering training from popular Lean and Agile spaces across its global network. Engagement: Established a modernized Lean and Agile curriculum, contracted/trained/coached/supported the global delivery team, worked internally to train the StratEx sales force on how to sell the program and worked with the StratEx marketing team to market the program.Clients include BP • Exxon • Adidas • NASDAQ, and many more global organizations.

Cleveland/Akron, Ohio Area

Need: Manage and Grow existing Lean and Agile coaching practice as one of two key service offerings.Challenge: The company was receiving requests for assistance in learning and applying Lean and Agile techniques from existing and potential clients in an environment that didn’t have the necessary capacity and was under pressure from new competition.Ask: Grow the business and differentiate/outmaneuver the competition.Outcome: Increased revenue by double digits year-over-year for four yearsClients include Sherwin Williams • Key Bank • M&T Bank • Moen • Electrolux • Swagelok • Dwellworks • Visiting Nurses Association (VNA) • Capital One • Patriot Software • Erie Insurance • Tech Elevator • The Cleveland Cavaliers and many others.

Jacksonville, Florida Area

Need: Realize the gains generated from Agile software development and Agile PMO in other parts of the organization. Challenge: No group or content existed to educate and install new methods at scaleAsk: Develop/deliver a corporate program to expand the success realized from implementing Agile software development and the Agile PMO to other parts of the organization.Outcome: Similar improvements in quality, technical debt, feature delivery, visibility, work-in-process, and project success rates started as realized with previous roles as Scrum Master and Agile PMO Manager in 5 divisions of the organization, including Bangalore, India, Santa Ana, California, and Mississauga, Ontario.Enterprise Modernization / Transformation• Transitioned over 40 teams and eight senior and junior executive teams to new Lean/Agile operational models.• Developed and implemented audit-approved SDLC and Product Intake Process for a global organization.• Leveraged existing teams at FNF across 200% more products without increasing headcount or overtime.• Decreased the quantity of deployed defects to production systems at FNF by an average of 15% for six years.• Improved the effectiveness of on-shore and off-shore teams on shared work by 50% with collaboration models.

Jacksonville, Florida Area

Need: Modernize PMO portfolio management and software project managementChallenge: Had to overcome existing bias for older methods from many stakeholders and employ new tools/techniques/methods to achieveAsk: Modernize the software PMO methods to accommodate the requests of an increasingly dynamic marketplaceOutcome: Improved successful delivery of new projects from under 25% to over 70%. Reduced delivery times by 30-60%. Increased the number of projects delivered per year by double while decreasing the number of projects active at any given time by 30%.PMO, Product Management, and Project Management• Transitioned a non-PMO-run project management group into an Enterprise PMO operation.• Inherited two enterprise-level base systems upgrades, which were eight months off plan, and restructured the approach to complete them within four months of the original production date with zero production interruptions or defects post-delivery.• Transitioned legacy Title Solutions software to new hardware with 0% defects and downtime.• Developed and deployed Hybrid Agile and Non-Agile SDLC and Hybrid Agile and Waterfall PMO and merged.• Increased stakeholder alignment by 3x through increased product and project progress accuracy to executive staff.

Jacksonville, Florida Area

Need: Scrum Master’s to fill a new role within Agile software development teams.Challenge: Increase software development effectiveness and decrease new feature delivery timeframeAsk: Take on a Scrum Master Role and help improve on-time delivery with high quality.Outcome: Increased deliveries to production systems from 4x per year to more than 20x yearly. Improved quality of feature deliverables. Reduced technical debt in product systems. Improved product flexibility through better collaboration between business owners and delivery teams.IT and Technology• Improved year-over-year customer support response time performance by 4x in 12 months through managed deployments of product software into production.• Bridged traditional gaps between stakeholders, management, IT, release, support, and implementation, increasing flow by 40%.• Developed, trained, and deployed Product Deployment Handoff Process (DevOps).• Developed, trained, and deployed Testing Automation Process (ATDD, TDD, or BDD).

Akron, Oh

Need: Modernize and support the growth and operations of the company with technology.Challenge: Little to no automation existed, and no central department was focused on finding and implementing technology for growth.Ask: Create an IT department to modernize and support the growth and operations of the company.Outcome: Negotiated reduced product lead times from 2 ½ months to less than two weeks with improved product and sales data, increasing inventory turns from 4 to 20 times per year. %. Identified organized inventory theft of over $25K through inventory serialization and outside inventory management firm and coordinated capture with state law enforcement utilizing data.

Cleveland/Akron, Ohio Area

Need: Merchandising, purchasing, receiving, and inventory strategy and operations to support double-digit year-over-year growthChallenge: Current roles were all assumed by one person, and the operation ran on 100% paper systems with no automation support—the team to run these areas needed to be built/organized/implemented from scratch.Ask: Create fully operational purchasing, receiving, and inventory functions from scratch underneath a new merchandising department.Outcome: Defined/created/staffed/launched all three departments underneath a new merchandising arm of the company and implemented Reverse VMI with improved data generated from a custom IPT system, improving vendor terms by 50 – 66. Designed, contracted, managed, and implemented custom Inventory Forecasting, Purchasing, and Tracking (FPT) software, which decreased stock outages by 75% and increased gross margins on total revenue by an average of 3-8% year over year.

Cleveland/Akron, Ohio Area

Need: Better visibility of financials, financial performance, forecasting, timeliness and data accuracy.Challenge: Data to make sound business decisions was limited, hard to get to, lacked accuracy, and was often received too late to be helpfulAsk: Improve all aspects of financial data availability, accuracy, access, timeliness, and usability.Outcome: Improved data accuracy to 100%, improved data usability through improved financial reports, improved data availability from 30+ days to under two days, improved review process of data through a cadence of meetings targeting specific financial decisions on a monthly/weekly/daily pattern