The focus of the product ops org at AS24 is to empower the product and tech organisations to scale efficiently by developing and improving process and frameworks, managing the roadmap planning, ownership of documentation for company-wide efforts which includes: templates, status and roadmap documentation, how-tos and framework guidelines. We are also responsible for communication around all of these topics and providing guidance on how we can make the most of the huge amounts of data that we collect and store. We keep on top of emerging industry best practices and continuously iterate to enable faster and quality decision making within and without the product and tech organisation. We have worked to break down silos between the products, improving the cross-domain collaboration, leading to faster results. The Product ops team is also responsible for managing the tech stack and being expert users in the tools that our product and tech teams use every day. These include (but aren't limited to) Aha!!, Jira, Miro, Microstrategy, Confluence, MS Office suite, and Slack.We also work with the teams to identify success metrics, and more importantly, define how to track and report on metrics so product managers can better understand how to solve the problems of our customers. Key achievements include:- Creating and managing a framework for our stakeholders to strengthen the product roadmap with their big ideas and product enhancement request. This includes configuring the tooling, rolling out the onboarding and training, creating best practices and rules of engagement, and overseeing the ongoing ideas grooming cycle. - Continuously iterating on our planning process, taking the best of different methodologies to create a way of working that fits our business needs. - Bringing our UX and data analytics teams closer to the product and tech org, by coaching on ways of working, creating workflows and training, improving connectivity and belonging in product and tech.

The BluJay Women's Network (BWN) has the mission to build a gender-equal BluJay community that enables talent of all backgrounds to inspire and empower one another and to build together a more equal and integral (or inclusive) workplace.My role as Leader of the Network Promotion pillar was to evangelize the group's achievements, to highlight the successes, to work alongside the recruitment team to find and keep the best talent and to engage as many people as we can to join the network and be involved in championing diversity, equity and inclusion at BluJay.

Formerly BluJay SolutionsIn this emerging sector of Product Management, I performed a critical leadership role to bring structure and support to the product management and development teams across all geographies. Using my finely honed Agile skills, I created and oversaw implementation of internal processes, removing blockers to make sure teams meet their delivery targets.I also managed the strategy for the product stack and tools for product management, including Aha!, Smartsheet, Monday.com, JIRA and Confluence. As a trainer and coach, I built templates and collaborated cross-functionally on operational excellence to create and implement best practices.My big 2020 achievement was to build an entirely new set of KPI dashboards for the C-suite, which also empowered the product team by allowing them easy access to the key insights into the ocean of data. Having these key metrics at their fingertips enables the team to make strategic decisions backed by hard data. As a direct result, I was asked to collaborate with more teams to build similar dashboards for their business units.I was responsible for overseeing the implementation of new and updated customs procedures across the Customs and Global Trade platform; ensuring targets are hit, enable the development team to establish customs connectivity, and collaborate with Professional Services and Support, all so that new and existing customers can process their customs filings easily and efficiently across many countries. Taking on this role has improved the visibility and success of the country procedure implementations on a huge scale. The customs transactions the Customs and Global Trade platform processes has grown more than exponentially year on year. Upon my departure, the program encompassed more than 20 countries and 50+ procedures.

I have project managed the successful regional deployment of Jira and Confluence in the Development organisation; integrating workflows, creating and managing the implementation of new processes, alongside training the engineering and product management teams. In this role I was responsible for multiple country development projects, scrum master for the Customer Response team, alongside project managing the product translations project or the Customs Global product.I also influenced the Product Management leadership team, championing the implementation of new tools, workflows, global communication and release quality. I also lead customer focused workshops, offering training and support.

The Documentation Consultant role was all about communication. I was responsible for ensuring that our customers have the best user experience we can provide and to guide the engineering team to present one unified global face to the rest of the organisation, and onto the end users.Key successes included; improving the documentation strategies across the company, rolling out a single source documentation tool for user guides, release notes and online help (Doc-to-Help). I built the standardised release notes formats and templates to be used across the global teams by collaborating with the different stakeholders and ensuring we could meet their (customer) needs while maintaining the single voice.I was a key program team member when the company made the corporate decision to implement Agile methodologies in the Development organisaion. I created use cases, and tested the integration of the processes and tools. As a leader in the Quality Management team, I was in the unique position to have a strong influence on the global quality strategy. I've also led the upgrades of teams from older versions of JIRA to a standardised global version, merging multiple workflows and mapping into one.Under my leadership, the technical writing team became more integrated into the Agile way of working, becoming integrated at the beginning of the development cycle, rather than bringing up the rear. As a result, the team are actively involved in the scrum team; improving user stories, offering feedback and are participating in daily standups, sprint demos and retrospectives. I created mentoring opportunities within the team, regularly touching base to discuss projects, workload, performance and quality.

My focus was on functional testing the software solutions and non-functional requirements for our Dutch customs team as we deliver to market within deadlines dictated by customs themselves.My strengths in this role were user experience (UX), usability and interface, plus testing the functional documentation and non-functional requirements. I was also responsible for writing test plans and test cases, and collaborated with the product owners to improve requirements gathering and specification writing.

Under the guidance of the Development Manager, I project managed implementing Agile, Scrum and RUP processes into the development team.As Scrum Master I was responsible for all of the scrum rituals and managed all of he team's KPIs, resource capacity and SLAs.

In my first position at BluJay (now E2open), my role was that of front line customer support, and grew into the second line as my knowledge of SCM and Reverse Logistics grew. Support KPIs were my responisibility, I was the co-ordinator of the global first line team for our product suite, and was the primary point of contact for all customers.Secondary, I could see the gaps in operational excellence and best practice, so I took the initiative to collaborate across teams and locations to create and update procedures and work instructions, maintain users and act as a super user for our custom built support and development management tool (pre-JIRA).

Working alongside the NHS Scotland’s Senior Dental Adviser (SDA) and his team of dental and ophthalmic advisers was always rewarding. I travelled extensively, co-ordinating and assisting at disciplinary hearings, and high level departmental and government meetings. I managed the diaries for a team of five (plus the SDA) and handled all correspondence, travel and confidential patient information for patients across Scotland. I would also handle the orientation and training of new assistants when new members joined the team.

St Elizabeth’s House was the first luxury boutique hotel of its kind when it opened in 2006 in Plymouth, and was instantly recognised as a stand-out in the local wedding, events and fine dining markets.I was initially employed as the Front of House supervisor, managing a team of five receptionists and night staff, but with my customer facing experience and eye for customer care I quickly progressed to the Sales and Events Manager position, assisting the General Manager in the running the hotel and working to recruit the best possible staff to fit the extraordinarily high standards needed for an up-market boutique hotel. My role also included creating publicity plans and source advertising and suppliers for the hotel as well as creating and implementing procedures across the teams. I would also manage all events with a hands-on, can-do attitude, ensuring every single detail was carried out to the highest possible standard.

As a people person, working as a tour guide was like a dream come true. I could share my passion for Central Australia with thousands of people travelling around Australia every single day. I would manage groups, usually of 24 people, on tours between Adelaide, Uluru, Alice Springs and Darwin. My role was that of guide, bus driver, first aid and cook, often in extreme weather conditions and working very long hours and under very tight time constraints.Although a very high pressure position, the rewards far outweighed any disappointments. I could share my hard-earned knowledge of Australia’s rich indigenous and geographical culture and history with my audience and show customers the best possible time, leaving them with a lasting positive impression. The relationships formed in my time with Adventure Tours are far-reaching and long-lived and job satisfaction was very high.

As the receptionist for a very hectic and fast-growing local design and print business I never struggled to be kept busy. In between being the initial point of contact for the office and acting as the director’s assistant I would deal with account enquiries, all correspondence, assist the payroll and accounts payable/receivable and assist the account managers with quotations and billing.I would also on a daily basis consolidate the business of the adjoining office supplies store, which was under the same ownership and assist the print and design team on an ad-hoc basis.

Working at the Bushman's Arms was one of the most enjoyable times of my (then) young life. I was lucky enough to work for two of the best publicans in Australia and with a team of wonderful people. Not to mention the clientele. It was my job to work in the bar, manage the gaming room, serve in the restaurant, and in the kitchen. I was the ultimate all-rounder who could be counted on to pick up where anybody else in the team left off. Whenever I visit my family, the Bushman's is usually the first stop, even now.

I took six months leave from my fantastic job to travel New Zealand's south island. I was lucky enough to land on my feet almost immediately and managed the Iron Horse Restaurant at the Equestrian Hotel in Christchurch.It was up to me to re-launch the restaurant that was previously virtually unknown in the neighbourhood, get people through the door, and manage the food and beverage for the hotel. Staffing, rosters, even housekeeping on occasion.

Kulgera is one of Australia's great Outback Hotels. A tiny dot on a map, it's a buzzing hive of activity. I managed all aspects of the hotel, from staffing, stock levels, restaurant and bar management, right through to housekeeping and short order cooking. Not only was my time working at Kulgera a great work experience, it was an incredible life experience that won't ever be forgotten.

My first "real" job, working at the Lucindale Hotel was such a fun experience. And never a dull moment, considering the population of the town is only 300 people!