Steve Guyer Email & Phone Number

United States

Miami, Florida, Us

Transforming into the Future.* I created the operating model for a 125 person development project. The initiative spanned across 11 development tracks and included 3 business teams.* The Goal: learn both the capabilities and fit with a new reservation system.* Outcome(s). We validated the operating model as functional. The team used it to deliver the pilot within 6 months.Moving from Outputs to Outcomes.* I coached a scrum team and product owner on their very first agile project. The team grew up from taking orders. The team created stories, designed solutions based on on big picture goals.* The Goal: 60,000 price changes compared to their current rate of 4,000 price changes.* Outcome(s): the product was very successful in reducing labor. It was so efficient business leaders created new protocols to slow down the process.Transforming from Waterfall to Agile.* I transitioned two teams from PMO-led waterfall methodologies into agile scrum. * Outcome(s): The teams delivered high level estimates for the year. They also delivered weekly increments for feedback from key stakeholders.Tools and Training.* To scale from 12 to 25 teams of 9+ each I focused on training teams in JIRA industry best practices.* I managed a JIRA administrator and met with teams. We learned what their needs were and showed them how to do it with out of the box functionality. * Outcome(s): 1.5 FTE allocation to 0.5 FTE admins to support and provide training for 1200+ Jira and Confluence users.Team Growth and Center of Practice. * I lead agile managers by creating templates to use with their teams. This created a structuring quarterly planning for the entire IT division.* Outcome(s): colleagues surveyed said the templates made for the best planning to date.

Los Angeles, Ca, Us

Launching Great Experiences.During my time at Viacom, I launched Play-along Videos, a first-of-its-kind interactive experience on Noggin iOS and grew these capabilities to Android. The goal shifted from launching in Noggin iOS to growth at scale, focused on functionality for existing and new platforms while not overpaying for backwards compatibility. Outcome(s): After Play-Along Videos launched, new player and interactive episodes resulted in 3x more views than traditional episodes and 2x more screen time than traditional episodes.Making Products Better and Easier to Use.I made the decision to bring on a UX designer to improve the tool’s usability and a customer success manager to train teams to use it. Outcome(s): a new creative group developed pitch-ready content in less than a weekend.With guidance from technology leadership, I pivoted the product to use a new platform that consolidated the code bases. Outcome(s): 90% reduction in production costs for repeatable content development and 80% reduction in new feature development costs.Meeting Customer needs.I met with internal research and analytics departments to understand how and where the audience engages with content and determine what changes would make a difference. Insight: preschoolers only engaged up to 12 minutes, regardless of the length of the videos. Outcome(s): creative production could make shorter videos at lower development time and cost.

New York, New York, Us

Operational model definition.In the first 2 months, the project grew from ~30 to over 200 team members. I was responsible for onboarding product and development teams, training them on Agile processes using SAFe methodologies. Outcome(s): GS went from no bank charter to booking a compliant production loan in industry-record time (less than 9 months).Tech Delivery Process and Reporting.I led the setup and installation of JIRA workflows using existing GS processes, enabling a macroscopic view of the 100+ engineers assigned to the initiative each week. I worked with managers to estimate expected velocity, forecasting not only with past data but also “future” data from staffing plans to inform predictions Outcome(s): Leaders had a consistent report for delivery evaluation with more accurate forecasting.Risk Mitigation and Change Management.Each week, I identified, escalated and posted change requests from the product team that could impact the launch date. To prevent slippage, I updated the executive management with the potential impact to the schedule to determine next steps. Outcome(s): Leadership could make decisions to reduce scope so the project could launch on time.

New York, Ny, Us

Reported to the VP of Portfolio Management, with specific responsibilities for process design/implementation, resource planning, tech delivery.Launched Projects from Initiation to CompletionNoggin Android, TVOS (Apr - Sep 2015)Noggin iOS, SVOD service (Oct - Mar 2015)Neopets Sale, Viacom to JumpStart (Feb - Sep 2014)Nick App for Google Play (Jan - Mar 2014)Nick App for Amazon Store (Jul - Dec 2013)Worldwide Day of Play 2013 web site launch (Jun - Sep 2013)Nickelodeon’s Kids’ Choice Awards (Dec - Mar 2013)

Supervised a team (2) of project management staff members and trained them on agency and DigitalRx-specific process and best practices.Client experience includes: Pfizer (Thrombin, Gelfoam), Novartis (Exelon, Exjade, Fanapt, Focalin), Genentech (Rituxan for RA and WG/MPA, Xeloda), Celgene (Revlimid), Teva (Seasonique)

Costa Mesa, Ca, Us

Provided creative solutions to client problems and worked with clients and client technology teams on solutions that produced minimum impact to existing infrastructure.Client experience includes: Ann Taylor, Boardroom, Boston Proper, Burlington Coat Factory, Citibank (Student Loan), David's Bridal, Easy Spirit, Jones New York, Neiman Marcus, Nine West, Office Depot, OnStar, Oriental Trading Company, Saks Fifth Avenue, Victoria's Secret

Acted as a link between the agency's operations and the client's needs.

Executive Mba

Bachelor Of Arts, Advertising

Pmp Certification (Pmp #1317636), Project Management