Iterate on the Series A deck and develop a 24-month budget based upon growth projections. Develop company’s technology roadmap to ensure alignment with business goals including bringing in multiple third parties to help fill critical business needs around compliance and information security. Interview and hire technology staff. Setup the necessary infrastructure to enable the delivery of products that are aligned with the company’s mission.

Iterate on the Series A deck and develop a 24-month budget based upon growth projections. Develop company’s technology roadmap to ensure alignment with business goals including bringing in multiple third parties to help fill critical business needs around compliance and information security. Interview and hire technology staff. Setup the necessary infrastructure to enable the delivery of products that are aligned with the company’s mission.

Managed development efforts across multiple geographical locations and technology groups to deliver a new checking account product. Interacted with the SoFi product team to conceptualize both customer-facing and operational requirements including vendor and partner selection. Demonstrated product features to engineering management, including the CTO. • Organizational Scaling: Site leader for the Delaware SoFi engineering. Scaled the organization to 25 employees allocated across Engineering(full-stack), DevOps and Project Managers. Instrumental to build-out of the Seattle SoFi engineering management and development team. • Product Maturation: Delivered customer facing enhancements as well as improve back-office operational efficiency using 3 teams with remotely distributed resources across multiple time-zones. • Product Launch: Led the SoFi Money product launch. Maintained a product pipeline to enable quick iterations aimed at improving the customer-facing product offering through beta testing. Coordinated releases across multiple sub-systems to validate the technical feasibility of the solution in the SoFi production ecosystem. • Organizational Transition: Led the transition of Zenbanx’s software development organization into SoFi. Pivoted the organization to focus on the SoFi Money product, aligning the team with the company’s vision of adding a checking account product to its existing suite of product offerings. Manage the Zenbanx Canada and Zenbanx USA closures with an emphasis on successful employee transitions.

Led a geographically diverse organization that launched multi-currency savings account and global remittance banking platforms for both Zenbanx Canada and Zenbanx USA (including the mobile application, transactional site, and core back-office systems) in an Amazon Web Services infrastructure. • Due Diligence: Presented engineering practices and demonstrated organizational and product value that resulted in the SoFi acquisition of Zenbanx for ~$100M valuation.• Process Transformation: Gathered executive support for and built a software factory using Agile principles to drive a regular and repeatable release cycle. Provided guidance in all areas (business analysis, development, testing, release management) of software development to continue the company’s Agile maturation.• Technical Product Innovation: Defined forward-looking software and infrastructure architecture. Spearheaded product & development efforts focused on adding innovative conversational customer channels to the existing Zenbanx product offering and presented at Tech2Gether 2016. • Organizational Transparency: Communicated the status of development efforts, openly discussed and addressed impediments and improved organizational transparency with the C-suite. Implemented communities of practices to enable organizational learning and radiate technical decisions amongst the team.

Led development team of Java and UI developers focused on the Urban Outfitters and Anthropologie’s website Cart & Checkout Stabilization. Evolved the nascent Scrum/Agile processes as the team’s Scrum Master. Involved with strategic projects such as Anthropologie’s Registry launch.

Provided technical and managerial leadership for a joint Mobile and Website Development Teams. Resource manager for 3-6 developers consisting of both full-time and contract employees. Responsible for hiring resources to meet mobile/client portal needs (iOS/Android/UI Developer/UX Designer) acting in a staff augmentation capacity.• Customer Channel Creation: Introduced a new service channel by releasing Accolade Mobile application that increased online customer interactions by 10%. Set direction to migrate from Accolade’s initial PhoneGap mobile application to a native-based application that retains web mobile content in areas where greater content and styling flexibility was required. • Agile Champion: Transformed an unpredictable and inefficient delivery process into a consistent, predictable and repeatable process for managing both new client implementations as well as new functionality. Established effective business partner relationships with Marketing and Client Implementation to drive common understanding of the requirements (backlog epics and stories) between stakeholders and team members using comprehensive, prioritized product backlogs.

Provided technical and managerial leadership for 2-4 Agile Development Teams varying in size from 8-10 full-time and contract employees. Conducted regular one-on-one, mid-year, and year-end performance reviews for full-time employees. Provided coaching for Agile Scrum Masters, Business Analysts, Developers, QA Testers to improve the Agile maturity of the team focusing on the Whole Team Approach. Served as member of Service Governance Committee to review API design contracts to establish organization wide standards for the emerging standard middle-tier.• Mobile Technical Transformation: Led the Mobile Application Development efforts that were among the banks highest priorities, namely Remote Deposit Capture and the Next Generation Mobile Application. Development of these products spanned several Agile sprints and involved multiple Agile Development and Infrastructure (security, environment and application support) teams as well as vendor partners.• Business Innovation: Led the Business Model Innovation Development efforts whose goal was to transform the digital banking experience through product and technological innovation.• Organizational Transformation: Revitalized and led (for 18 months) the Java Community of Practice giving the developers an influential voice in the larger organization. Community met regularly and was attended by 40-60 developers to discuss development practices and standards. Community was repeatedly held up as the model in Capital One Agile Software Factory effort.• Major Customer Enhancements: Contributed to the design and implementation of the Bill Pay Project to replace the existing bill pay system to increase customer adoption of the Electric Orange Checking Account. This project was a major bank initiative spanning eight 4-week Agile sprints and converted more that 2 million records (customers, payees, payments) at a 99.989% conversion success rate - by far the best for a Fiserv customer.

Developed satellite ground control software (code & unit test, product integration and verification) in a CMMI Level 5 organization. Implemented OOA/OOD methodologies for a multi-threaded ground control system. • Product Integration: Assumed additional responsibility to integrate the main product with a supplemental value-added product. Provided technical insight to solve a high priority integration problem causing program schedule slippage.

Provided architectural guidance to a software team while ensuring quality by instituting an SDLC process with cross-functional tollgate reviews. • System Architecture: Defined and implemented new web software architecture (including JSP/Taglet/Servlet/EJB/JMS in an MVC framework) to extend the University’s back-end systems to the internet. Researched, evaluated and implemented new web servers and software to increase system availability and uptime by 30% during peak load.

Served in a variety of roles across entire SDLC for commercial software products requiring highly available, mission-critical deployments through interaction with both national and international development teams.• Technical Leadership: Led six-person team through entire SDLC to re-commercialize demand-forecasting product. Applied GE's Six Sigma methodology to consistently measure performance and to predict application performance.