My time with GenRait in stealth. I keep it in my job list because I like the stealth company network - pretty awesome people working on a lot of awesome things.

Built products and scrum teams to tackle data and productivity challenges

I led an Agile Transformation for the Client and Services Success (CSS) organization, as part of a team of Agile experts. I took on the role of Scrum Master in my run-the-business/process Scrum team and became an RTE for my organization. I identified a gap in the organization- we had no Program Manager. I, along with the rest of the Agile Transformation team, worked with our director to fill this gap. We worked with the Product Managers of the different teams to make actionable outlines.I spearheaded the first Scaled Agile PI Planning session for the group of products that comprises my organization (CSS) and aligned all of the individual Scrum and Kanban teams to the same cadence of Agile ceremonies, moving all team metrics into JIRA Portfolio, thus enabling data-driven planning.I acted as a Product Owner responsible for the development of a Community of Experts for Data and its Management for my larger organization (CIPS). This Data Community was formed to solve an array of data management issues in CIPS. In addition to the roles mentioned above, I also:- Founded an Early in Career Group for people in Infrastructure to network, meet with leadership, and learn about opportunities to enable career development- Led an intellectual forum (like internal "TED talks" for Infrastructure), where new and exciting products, processes, and innovative ideas can be showcased in Infrastructure and IT- Led a Community for Best Practices for Agile where I help to enable and coach/consult with other business teams

In this role, I led an effort to take previously manual processes (in Excel, SmartSheet, and PowerPoint) and help them to become zero-touch/automated processes via Tableau and Oracle Database.This was the first time in my organization that data in the business-management space was digitized, and it was a big success with the stakeholders as it:- Made data and visualization more reliable- Lessened or eliminated cost of analyst time manipulating data and putting it in PowerPoint- Increased the speed at which stakeholders could access data- Incorporated stakeholder feedback into the visuals to allow stakeholders to see the information they actually needed in order to make the appropriate decisions Moving visualization out of PowerPoint took the labor cost from the analysts, giving them back the time it took to make the visuals to make business insights instead.Transitioning from the use of excel for data collection to a database had a similar effect, as it saved a lot of analyst time previously spent manipulating the data.