Go to market strategy and product leadership of all aspects of Deako's platform: hardware, app, cloud, firmware, UX, and ID.Management of PMs, Designers, and CS/CX Team

RPI is a global white-label, on-demand manufacturer head quartered in Seattle. My purview within RPI includes Management of the Product Implementation and Customer Integration Programs. Additionally, it extends to Product Management of RPI’s two enterprise software platforms. Under my leadership the Product and Integration Programs have become the single most successful conduit of capturing new revenue in RPI’s history. This was made possible by taking a data driven and customer focused approach to the multidisciplinary technical design of our product platforms. Responsibilities: • Lead the synthesis, prioritization, road-mapping, and execution of global products and features• Consultant to executives regarding all Product and Enterprise Implementations• Manage and coordinate all critical aspects of product and program lifecycle• Focused on decreasing time to market and customer concentration• Requirement Documentation / Sprint Planning / User Story Acceptance

• Product Owner / Product Management: Industrial / Manufacturing Automation Platform, Global Distribution API• Leadership and mentor-ship of Program Management team: Governance, Best Practices• Lead technical engagements for all clients. Adobe, Yahoo/Flicker, Costco,• Organization wide Program Management and Project Management• Coordinated leadership and prioritization of Agile / Lean software development team.

Full lifecycle project management is another way to describe the role of a "Process Delivery Manager." The position focuses on constant improvements to process in order to make the transition between each product delivery stage as seamless as possible. Insuring that the handoff between the sales cycle and the technical design phase is as easy for the client and efficient for the team as possible is often the most challenging transition and requires a keen ability to uncover the subtle desires of the client and facilitate an open minded technical delivery team. From there the tactful discussion of optimizing scope against budget and timeline sets up the project for a clean implementation. Constant contact in the implementation stage is critical to insure that the project is tracking against client expectations and that scope creep is mitigated with up sales rather than perceived failures. Finally, in step with the initiation of the newly created up sale opportunity, comes the feedback process. This should come naturally to the client as the relationship has been fully developed through the first project and thus constructive criticism can flow naturally both directions.