Patrick Robb Email & Phone Number

Remote

At this time, I was offered a promotion into a leadership track. As part of a 6 month promotion process, I was provided with leadership training and support from existing leaders in the company. As part of this process, I was placed in charge of 6 on shore employees and 9 offshore employees.Simultaneously with this promotion, the Fixed Operations team with through a major upheaval. Nearly the entire product team was replaced. One group of contractors were replaced with a different group from another company. My experience, expertise, and leadership were vital in maintaining team morale and continuing progress.As the team transitioned, I picked up an increased load of sprint planning and development planning to assist both Product and Development teams. At the beginning of each sprint, I would pre-plan the product and development efforts.As part of my leadership, there were two team members that were on performance improvement plans. By the mid year review for these two employees, both had made incredible progress.On top of all my new responsibilities, I remained as an individual contributor and continued to perform at a high level, clearing a huge number of story points per sprint.

Remote

As the team expanded, I was promoted to Senior Software Engineer. As a Senior, I was responsible for coaching and training for the other members of the team. As part of this, I was involved in code coverage and quality improvements. During this time, I helped to improve overall code coverage from below 50% to greater than 75%.In addition, I was asked to join the Architecture Guild and Cross Team Development groups, implemented to improve overall development efficiency and performance.

Remote

As a member of the Fixed Operations teams, I was involved in day to day work regarding Parts and Service desk functionality for Dealer Management Software.I was responsible for design and development work for new features, maintenance and enhancements of existing features, production support for bugs, and the occasional release support.During this time, I stepped up to lead an initiative to track bug and defect data. With this data in hand, we were able to identify key pain areas in our approaches and institute changes to help alleviate these issues. Over the first 6 months of this process, we reduced new bug reports by 30%.

At Midco, I am part of a small team responsible for providing internal solutions for our B2B sales team, and our internal Construction and Operations teams.I support a team of internal Sales Consultants using Microsoft Dynamics 365. My team works with Customer Applications, Extensions, Web Resources, and Customized Solutions in order to improve efficiency and reduce overhead. Along with the direct Sales Consultants, we support the behind the scenes Sales Operations team which provides follow up with customers regarding their orders, coordinates installations, and helps organize billing information.Additionally, my team supports the Construction and Network Management teams with deploying services to customer locations and network extensions and maintenance. Through a custom developed web portal, our support teams can review, update, and expediete projects ranging from $3,000 to $3,000,000 in overhead. This application helps deliver accurate timelines for project management, and reduce instability from project management.

Salem Or

At OHA, I worked solo and in a small team to provide support for the Oregon State Hospital and all associated regulatory requirements. Much of my time spent here was involved in a project coordinating communications between multiple government agencies at the state and federal levels.Additionally, I was involved in some minor maintenance of the legacy application used for patient management at the Oregon State Hospital.

Sioux Falls, South Dakota

At Citi, I worked as part of an embedded operations team, providing support for a 5,000 strong credit management group within Citi Cards. Our team was responsible for inward facing reporting and analytics, pulling data from various sources in order to generate scorecards for customer service representatives, and various workflow management tools in order to improve reliability and credit management.As part of this team, our primary responsibility was in team member management and scoring. We would capture data from inbound and outbound calling systems to track time, from relevant mainframe systems to capture changes and updates, and our own custom developed quality management tool for coaching. We would combine these values to produce scorecards for each of the 3,900 representatives in our organization monthly and yearly.Additionally, I was responsible for a national reporting system that captured data from all inbound correspondence in order to track workflow quantity and time, and provided that data to other teams around the business. This data was routinely reported at director and above levels.