Act as Agile Coach for 300 person EDW/BI org, Agile coach for Residential BI/EDW organization of 150 people, and RTE (Release Train Engineer) for 100 person Self Service Residential Agile Release Train. Run all related ceremonies, including 2 day PI (Program Increment) Planning, 3 day I&A (Inspect and Adapt), Product Council, and Scrum of Scrums. Lead team of 5 Residential ScrumMasters. Attend webinars and local conferences and gatherings, including presenting “Agile in a Data Driven Environment” in a recent local Scrum Alliance gathering (Agile Carolinas).* Coach 300 person org: Act as internal coach for entire BI/EDW organization, including development team members, Scrum Masters, Product Owners, Product Managers, RTE, Functional Managers, vendor coaches, business, and executives, using the Agile values and principles for guidance.* Serve and leverage executives for agile transformation: Advise directors, Sr. directors, and VP on weekly Agile enablement meeting to empower the roll out, and counsel the group on items such as when to use Scrum over Kanban and vice versa, or the proper scale / pace of our transformation.* Launching Agile teams while merger pressure looms: Facilitate Agile team launches as part of aggressive Agile transformation, going from 0 Agile teams to 30 in 9 months, and avoiding almost certain interruption due to merger close. Rally (a prominent Agile vendor) was impressed, saying it’s most complete and aggressive transformation they have seen.* Execute Rally setup: Setup teams, projects, permissions, and screens in Rally, our ALM (Application Lifecyle Management) tool, across 30 teams and 5 programs. Train users in the tool, how to use each screen, how to write stories / features, and how to set up their own screens/charts- all while coaching the relevant underlying principles of the Scrum / Kanban frameworks.

Acted as Agile Coach for FCT organization of 100+ people and led Agile adoption for all technology teams. Balanced coaching organization with ScrumMaster duties in Agile projects. “Coached upwards” to ensure management / business didn’t fall into common traps / misconceptions. Evaluated ALM Tools (Rally / VersionOne) for use in FCT and helped influence larger LCRRT organization for Jira replacement. Pushed servant leadership by example.* Trained large program on Agile/Scrum: Prepared and executed five-day training for 50 person / six team program, giving Product Owners and cross functional teams knowledge needed to execute agile program. * Deliver massive integration program under budget and on schedule: Acted as ScrumMaster for three of six streams for major integration of two business units within six months, keeping mandated three year project on schedule after 2.5 years of false starts. * Instituted Agile transformation initiative: Created, populated, and managed Agile transformation backlog for FCT in order to continuously increase value delivery to business by maturing Agile practices of FCT.* Incorporated Agile practices using empiricism: Coached and suggested practices for experimentation in other projects, by shepherding weekly ScrumMaster meeting of FCT. One example was ATDD, which one project was using to greatly improve Acceptance Criteria in its User Stories.* Delivered division’s pilot Agile project under critical circumstances: As first ScrumMaster on first Agile project of 80+ person department, delivered brand new application to satisfy emerging audit milestones.

Acted as Agile guru while leading team of 10 BA / QA for our credit risk data warehouse initiative. Performed several ScrumMaster & Product owner activities in regards to Jira & backlog management, sprint and release planning, scrums, and retrospectives. Constructed financial estimates for clients for RFP’s. Gathered QA/BA metrics into Excel VBA macros/ pivot tables for management reports. Wrote user stories and created acceptance criteria. * Changed relationship with business to expedite automated solution: Transformed mindset of business/ technology relationship by managing scope using grooming and planning meetings, enabling initial release of automated board-level risk appetite solution and saving dozens of quant analyst hours per month.* Coached waterfall QA analysts towards Agile thinking: Transformed tradition QA mindset of testing team, giving them power of transparency and negotiation with dev team to finish testing within sprint.

Appointed to this new position to manage the DBA / Cognos admin staff of 10 across North America, EMEA, Asia, and Australia. Doubled as a global 24/7 incident and problem manager for Liquidnet’s technical issues across 10 regions. Formally mentored and coached staff outside of Data Operations and assisted in managing the SAN group and approving all storage expansions. Led the troubleshooting and triage for all transactional, data warehouse, and business intelligence applications. Joined the quality SIG (special interest group) to bring operational / product perspective to QA.* Organized a virtual SWAT team composed of development / QA / BA / DBA staff to both tactically and strategically resolve the significant overnight ETL process degradation, ensuring the timely arrival of Sales’ most critical tools by reducing downtime by 100% and reducing ETL runtime by 90%.* Partnered with the global support desk in creation of new model to jointly address the tickDB product issues by creating and rolling out a process that nearly eliminated SLA failures, ensuring pre and post trade reports were timely and correct for buy-side customers.* Managed the database disaster recovery effort during the firm's first data center failover exercise since migration to the company's second data center, cementing confidence for future business continuity of business critical processes.

Performed Product Owner responsibilities after hiring / organizing Scrum team of ten from scratch. Created and assigned ScrumMaster and team roles in order to support 400 person brokerage with offices in eight countries trading 28 different instrument types. Reported directly to CIO of 170 person IT group. Worked with Agile industry experts Ken Schwaber, Jeff Patton, and Arlen Banksten to obtain Agile knowledge and certifications.* Balanced compliance requirements with revenue needs on product backlog: Negotiated regulatory product backlog with Legal / Compliance team and revenue generating groups, consistently delivering timely quality software while accommodating rapidly increasing FINRA / SEC audits under shrinking budget.* Managed dynamic regulatory change with Agility: Drove technology effort through record revenue times during virtually daily SEC-mandated regulatory changes and audit requests of Q3 and Q4 2008 (such as short sale ban of about 800 securities) allowing company to bank nearly double normal revenue without interruption in preparation for lean times ahead.* Drove new global Agile projects under critical time constraints: Led technology effort of adding Japanese equity on-exchange trading 2 months ahead of schedule using new technology and interfacing with Tokyo office, which tripled liquidity in Tokyo stocks and was catalyst for Liquidnet Asia’s potential profitability. Liquidnet Asia was deeply in red prior to project, and was trending towards break-even by end 2010. * Ensured business continuity with Tokyo brokerage: Directed effort of JSDA mandated electronic trade reporting for Japanese equities using unfamiliar HULFT protocol within 3 months, including do-or-die rehearsal one week before live date. Failure of timely go-live would have suspended trading Japanese equities, and potentially forced Liquidnet Asia to close.

Managed QA of regulatory and business intelligence platforms (Cognos archive reports and data warehouse). Assign QA staff to cross functional Agile teams. Liaised as stable, consistent point of contact between technology and Legal / Compliance team, which promoted confidence and mitigated risk by ensuring Legal had two-way channel to technology. Consulted with James Bach and attended conference featuring David Anderson’s Kanban lecture.* Coached team unfamiliar with Agile / collaborative methods with pairing and face to face, lowering deployment readiness cycle time from five to two days for trade reporting features.* Championed regulatory effort from technical perspective to merge Miletus trading desk with Liquidnet systems within two months, allowing Liquidnet to market new capabilities during global expansion.* Spearheaded QA regulatory effort for Liquidnet Asia launch, which involved trade reporting to venues in five Asian markets and Australia, thus fostering Liquidnet’s vision of becoming “The Global Institutional Marketplace.”

Pair programmed with Dev in building out automated functional OATS tests on in-house testing infrastructure. Experiment with XP practices in entrepreneurial environment. Performed manual and automated QA effort for all regulatory reporting projects for 80 person, two region brokerage, with heavy focus on OATS, 605, ACT, and LSE reporting. Wrote Python tests and utilities from ground up for 605 application. Monitor/triage all regulatory tests in multithreaded continuous integration suite. * Tested and supported Liquidnet Canada launch from a regulatory perspective, which mainly consisted of a FIX connection to Reuters Canada and a 3rd party client app to view trades from Reuter’s page. Canada was pivotal step on Liquidnet’s vision of becoming world’s “Institutional Marketplace”.

Responsible for QA testing for the Security Master Database (SMDB) product. Tested during functional, load / performance, regression, and user acceptance testing (UAT) phases of the SDLC. Located quality gaps in all development cycles. As an application SME, supported UAT by customizing user test feeds and resolving inquiries.* Learned UNIX (Operating system and some shell scripting), SQL, and testing methodologies to a mid level QA analyst level within in 6 months while performing daily responsibilities, despite no prior testing experience.

Promoted to supervise the operation of the private placement team of 10 people within 2 years of starting as a clerk, despite no prior experience in banking or finance. Converted operations from dumb terminals to PC’s and provided Windows training for all staff.