Robert Crouch Email & Phone Number

Indianapolis, Indiana, United States

Carmel, In

Evangelist, mentor, and of agile/scrum principles, and SAFe methodology. Facilitated the identification of value streams, agile release trains, program increment planning, sprint planning, daily standups/scrums, demos, and retrospectives at the team level where velocity increased nearly 35%, and variability decreased over 50%. Program-level activities included continuous improvement of release train processes, program increment planning, and dependency management between teams. Planned and executed large, complex new projects for the Physical Auctions group. Provided mentoring and coaching to less experienced Program Managers. Responsible for project budget, financials, and project team performance. Significantly participated in numerous practice area improvement initiatives.

Indianapolis, Indiana

Designed and implemented Ativio's application lifecycle management (ALM) strategy, and agile transformation initiatives with responsibility for budget and personnel. This included all enterprise agile transformation activities, value stream identification, and agile release train creation, which included 7 scrum teams (44 individuals) on 3 continents (North America, Asia, and Africa). These teams were responsible for the design, development, and implementation of a large client’s entire online strategy; a key market differentiator that helped fuel double-digit growth, and an initial public offering in 2013.

Indianapolis, In

Chief Architect for Process Innovation applications, agile coach for 2 scrum teams, Black Belt for numerous Kaizens (Japanese for "good change"), and Lean Six Sigma initiatives, which positively impacted patient safety as well as patient, nurse and physician satisfaction while contributing millions of dollars to the organization in savings and increased revenue.Managed all implementation activities for TeleTracking’s capacity management and transport tracking solutions at Methodist, Clarian North, IU and Riley. This included integration with Cerner and the data warehouse for the organization’s business intelligence (BI) system using Cloverleaf (ETL) as well as the training of over 3,000 nurses and almost 500 physicians. The return on investment (ROI) resulting just from the average daily census increase at Methodist by five beds, resulted in additional revenues of $9 million. In addition, the average length of stay was reduced, which also positively impacted both patient safety and overall satisfaction.Evaluated and then completely redesigned the policy and procedures used for every Code Blue Cart at Methodist, University and Riley hospitals.

Indianapolis, In

Principal Product Owner for the Patient Alerting and Safety System and the Glucostabilizer for the Business Innovations group using Microsoft’s Solution Framework (MSF).Product Owner for the Patient Alerting and Safety System (PASS), which implemented a Clarian Health patent-pending approach to patient safety in the operating room that emphasizes the Lean concept of poka-yoke (i.e. error prevention). Led the design, development and implementation of the Microsoft .Net replacement for the dBase Glucostabilizer, which assists clinicians in the management of blood glucose values using an intravenous insulin drip. This include the rigorous software development lifecycle management (SDLC) processes and associated review, verification and validation requirements necessary to comply with FDA Quality System Regulation 21 CFR 820.30 as well as General Principles of Software Validation; Final Guidance for Industry and FDA Staff [2002].

Indianapolis, In

Responsible for all Microsoft Consulting Services (MCS) engagements in Indiana, contract negotiation, budget, and application lifecycle management (ALM), including architecture design, business case development and both project and application portfolio management for Microsoft’s global accounts.

Indianapolis, In

Responsible for Inland’s online strategy, long-term planning processes, pipeline of growth opportunities, ensuring the successful growth and profitability of the organization, identifying and managing risks inherent in business processes and the technology systems that support business objectives.One of only twelve team members reporting directly to the CEO responsible for creating the company’s growth strategy. After the successful implementation of this strategy, sales experienced a 30% increase to over $4 billion.Represented the Senior Leadership Team (SLT) in governance, risk management and compliance on multiple boards (e.g. Enterprise Information Technology Board) to ensure alignment of Inland’s project and application portfolios with the organizations mission, vision, values and overall strategy. Champion and contributing author for “Inland’s Guide to Continuous Improvement,” the primary training material used to help the organization embrace the concept of Total Quality Management (TQM) before, during and after the implementation of the growth strategy.Key member of the business team that brought revolutionary and disruptive digital printing technology to the packaging industry. Acted as both mentor and “intrepreneur” in the development of an entirely new business model to bring this technology to market.Guided Inland’s corporate identity change and implementation including its impact on company culture, its customers and their relationship with the redefined organization.