Ryan Pettit Email & Phone Number

Dallas, Texas, Us

Responsible for:- Developer Automation- Infrastructure Automation- Quality Engineering- Cloud and Physical Security

Houston, Tx, Us

Logistics and Technology Consulting

Bellevue, Washington, Us

Leading diverse teams of experts to help leading companies define and pursue their Digital transformation strategies.

Leading a team of developers who are bringing fast-cycle development across a number of products to market. Building tools for builders that use our products to build their own apps incorporating our proprietary tools. While designing top-notch UX for web and mobile tools is tough, the challenge of building a coherent experience for developers is even more complex and rewarding.• Transformed a development team at a very small innovator in the Fin-Tech space and delivered rapid-acceleration of revenue attainment in a highly dynamic environment.• Directly led day to day development through involvement in and management of activities across a number of product teams.• Partnered with Product and Sales to identify and capitalize on opportunities for differentiation in a crowded market.• Created high quality software at a rapid pace and managed customer commitments in pursuit of growth.• Found opportunities to improve velocity across an expanding number of product families.• Notable Team Achievements: - Expanded the team from managing two core technical products to a total of four without expanding the size of the team. - Shifted from a bi-annual release cycle to a monthly cycle as of April of 2016, the team made more feature releases with less defect hotfixes than the entire year before. - Revitalized Developer engagement with customers, product and sales, and gathered insight. - Delivered high quality products with high-stakes customer commitments in a reliable manner by demoing early and often was a key component of this. - Integrated fully into a DevOps environment, featuring TDD, Code Review and CI.

Eden Prairie, Minnesota, Us

Responsible for leading a team that helps our customers succeed through use of innovative technology products. The primary objective of this team is the maturation of our Commercial Product Management for Technology Products: Opportunity Identification, Business Case Development, Road Mapping, Development Support, Pre-Sales Engineering, Bespoke Development, Technical Product Marketing and Post-Sales Support. This team of Technology and Supply Chain professionals leverages more than 200 technical, implementation and support resources. Our organization’s mission is fairly simple: - Work closely with our customers to understand the greatest challenges that they face in their supply chain- Champion new products that solve those problems and improve the lives of our customers- Ensure that our customers and employees understand what’s possible utilizing our current or planned technology products.- Track and assist new customers to ensure they’re getting the greatest value possible from our tools. Learn about where we might have greater opportunities and feed those ideas back into our product development cycle.- Wash, Rinse, Repeat. Notable team achievements:- Commercial platform and brand launch of Navisphere®, our Single Global Transportation Platform. This platform represents more than $30MM in annual development investment and is host to more than $11B in Gross Annual Sales.- Establishment of a Pre-Sales Engineering and Technical Sales Practice.- Establishment of a customer feedback, VOC and User Experience Research methodology, distributed into our product development teams.- Creation of an ongoing and continuous dialogue with our customers.- Placement of our TMS product in a top position on the Gartner MQ for TMS.- Creation of a process for evaluating “micro-business-case” for bespoke development opportunities.- Creation of a metrics framework and management routine for gauging and improving the success of our initiatives.

Eden Prairie, Minnesota, Us

In this role, I was responsible for teams tasked with accelerating our Managed TMS product offering. During the course of it, I also assumed leadership of our Enterprise Data Warehouse team, which had accountability to both internal operational reporting and customer-facing solutions. The size of the team was more than 50, including direct and indirect reports. These were two teams in a state of significant flux and staff change at the time I came to them, and we had some significant challenges to overcome in order to work effectively. New team structure, development process, technology, a lot of new faces and (most challenging) a rapidly evolving business strategy. I’m proud that we were able to quickly rally, build long-term product roadmaps and decompose to smaller and more nimble working units. In many cases, the developers were having their first experience talking to actual customers as a part of this process. It was a lot of hard work, but tremendous fun.Notable team achievements:- Rapidly progressed the Managed TMS product to become the first truly global TMS available outside of traditional on-premise offerings. - Achieved Global Integration for the Managed TMS development organization to synchronize centralized product development across regional needs.- Maintained full velocity of EDW deliverables while shrinking the team by more than a third through reassignment to other initiatives.- Developed a near-real-time ETL for decision support while avoiding an anticipated multi-million dollar investment in specialized hardware.Some important lessons learned:- Building products is fun. Building strategies, teams and processes that build many products is energizing!- Building a product roadmap that means something while also responding to changing market conditions is extremely hard. Data is a friend, intuition is a friend, lots and lots of listening is essential.

Eden Prairie, Minnesota, Us

Responsible for Desktop Support, Messaging, Middle Tier and Collaboration Technologies. My core responsibilities was strategic planning for and development of a team of Systems Engineers and Software Developers as we worked to streamline IT operations and improve service for our employees across North America. Some notable team achievements during this time:- Support for more than 8000 desktops in more than 150 locations with a team of 2 Desktop Engineers.- In-house development of automated deployment tools for application and middle tier releases.- Virtualization of 90%+ in our middle tier hosting environment, enabling rapid scaling and streamlining our Disaster Recovery policy.- Creation of a metrics framework and management routine to support understanding and improvement over time.Some important lessons learned:- Customer-centric strategies are about empathizing with the constituent in order to find ways of improving their lives. This is just as true for colleagues as for external parties.- Infrastructure and Support people are the unsung hero of modern IT organizations. Long hours, obscure challenges and a constituency that doesn’t know what you do for them call for a special breed of person.

Eden Prairie, Minnesota, Us

Business Analyst and Project Manager in our special projects group, I had the opportunity to work on a diverse set of projects. The level of self-direction that was permitted afforded me a tremendous opportunity to grow quickly. Some notable ones:- Building the business case for, winning approval of and overseeing deployment of the first smartphones in use at C.H. Robinson.- Creating and executing a sustainable process for integrating newly acquired companies. - Creating and overseeing a sustainable process for managing placement of C.H. Robinson employees on-site at customer locations.- Deployment of our first collaborative intranet portal, utilizing SharePoint technology.- Development of a home grown CRM for supporting cross-office pursuit of enterprise accounts.Key lessons learned during this assignment:- Even in a large organization, clear business case and communication create a mandate that supports the creation of project teams that are small enough to be Agile.- Building an iron-clad product proposal is extremely hard and requires a great deal of empathy with the audience.- Most people don’t realize their full potential until they’re asked to exceed what they believe it to be.

Performed software development functions for C.H. Robinson’s (recently divested) T-Chek division. This fuel payment company provided a number of products designed to streamline trucking company operations and create financial liquidity for those firms. Those products included fuel payment cards, cash advance management, fuel tax management and “Special Use Permitting.” As a lean development shop, our small team of front-end developers were tasked to work across the full spectrum of products in addition to operational tools such as the IVR that fielded inbound support calls.During my tenure at T-Chek, our software developers were immediately collocated with the team of people that sold our products to one side of us and the technical support team to the other side. The immediacy of feedback from the full product lifecycle (envision, build, sell, support and evolve) was incredibly powerful. It’s common sense nowadays, but at that time having developers directly exposed to the voice of our customers was almost unheard of. During that time, I learned: - That success as a technology service provider is a direct function of how much you can improve the lives of your customers.- That the key to improving the lives of your customers is to listen to them, understand their motivations and then address those with urgency.- That the diminished bandwidth of a small team can often be offset by the power of rapidly multiplying feedback and the ability to move quickly with determination and purpose.- That teams could be improved by learning these lessons!