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I am currently an Enterprise Agile coach at Wells Fargo. I am coaching scrum masters working with 3 teams and participating on the Agile Center of Excellence. . I am working at the enterprise level to evaluate the current level of maturity of the program. I am providing guidance regarding Agile best practices and framework details to Wells Fargo Advisors. The Agile COE has adopted my approach to launching new scum teams from the Ideation to Execution phases. I have established, for the program, a team structure for the scrum masters and other coaches where I serve as the servant leader. I ensure a common understanding of the vision for our Agile implementation, keep the focus on a common maturity level across the program, and provide an escalation path for Agile specific impediments. The team has a maturity backlog with the program serving as Product Owner.

As an Agile coach at BCBSF,. I am coached 5 scrum teams and a team delivering maintenance solutions using Kanban. As a consultant, I am teamed up with internal coaches as they encountered new situations. My experience with other industries and teams provided a different perspective for them to draw from as we crafted our approach to adding value to specific situations that our teams encounter. I also worked at the enterprise level to evaluate the current level of maturity of the practice. I was instrumental in crafting the top priorities for the Agile practice based on that maturity assessment.

I served as an Agile coach at Fidelity Investments. I coached 9 teams in various levels of scrum maturity. My primary goal was bring all teams to a common level of maturity and standardize processes in order to minimize the impact of dependences between teams. The approach that I successfully implemented was to create minimum viable increments of improvement that took each team from one level of stability up to the next. The primary area of development for the teams was the interconnectivity of applications to underlying data sources with services.

As an enterprise coach, I was responsible for improving Citizen’s Agile Software Development Methodology and leading the adoption of Agile. I had responsibility to teach Agile core principals across the organization to ensure a baseline of understanding. I directly mentored scrum team members and other stakeholders on Agile development methods, practices, and principals. I engaged with project teams to offer specific application of the scrum and kanban frameworks to benefit the team and resolve issues and problems. While advancing Agile practices, I applied experience, common sense, and situational flexibility to enable Citizens to successfully deliver high quality software according to business priorities as determined by value to the organization. I ran the Release Planning event using the SAFe methodology to ensure the individual teams considered interdependencies and associated risks as they committed to their product backlogs for the upcoming release.

I served in the role of Agile Coach for StateStreet Bank. I was brought in to work with development teams to increase the adoption of the Agile mindset and their use of scrum. The environment also had a customer facing component that allowed for direct feedback loops. I utilized scrum to establish that feedback to optimize the value of the delivered product changes. I was responsible for coaching 6 teams. My teams had members working in China, India, and the US. I introduced targeted tools and ceremonies to the teams with the goal of increasing productivity. I was able to guide the teams to a state of predictability and stability. The balancing product scope, the burndown rate of epics, and the cost of developing these features was central to this role. The teams developed solutions using Java and tested using several tools including Cucumber and TAF.

I was the Agile Coach for WellPoint in the Mobile Applications Development Division. I was brought in to work with ABCBS Mobile Application Development to increase their adoption of the Agile principles and specifically coach teams performing a large ID card improvement initiative being developed in Java for both Android and Apple. In order to manage the project deliverables in an iterative way, I used scrum and its ceremonies to add frequent inspection cycles. The teams also benefited from the discipline that scrum provides to the development process. This enterprise wide project transformed how medical ID cards are created and displayed for all electronic channels at Wellpoint. The development teams were comprised of resources both onshore and offshore based. I ran the scrum of scrum sessions, oversaw the portfolio product backlog grooming sessions, and coached the teams through the end of sprint review and retrospectives. The teams successfully released new functionality to production three times during my assignment and their velocities continued to increase sprint over sprint.

I coached a team launching a new product at the Colorado State Department of Public Health and Environment. The new application performed disease capture, surveillance and reporting for the entire state health department. This was a full SDLC project, spanning the life cycle from inception to implementation. The application was created with the .net framework with a SQL backend database. Since this was the first exposure to Agile and scrum for the team, I utilized a light version of the scrum framework expose the team to the new way of organizing their development effort. I utilized Clarity to create our information radiators. The primary development tool used was the.net framework.

I was a scrum master and Agile coach on the Charles Schwab ACE platform development project. I was the servant leader for three distributed, internationally disbursed teams developing BPM process flows and associated UI. I coached the team to greater understanding of scrum roles and their associated responsibilities. I identified that gap in understanding as the greatest impediment to team improvement. I served the teams during two complete development release cycles and managed the release of the ACE platform into production and through the successful launch to our initial user community. These releases comprised the first live iteration of ACE and allowed the retirement of the legacy BPM system at Schwab, SWISS, saving $200,000 per year for the next 5 years.

I Concurrently managed up to 10 projects, with several of the projects being enterprise wide implementations, from the intimation phase, through technical design, planning, implementation and close out for Centura Health’s Entity Applications Team. I successfully implemented projects in clinical systems integration into the enterprise Electronic Medical Record, sensitive system moves and user change management associated with a large hospital closure, coordination of system changes and user management due to hospital acquisition, and system rollouts of system wide hospital applications providing access to physicians and staff externally on iPad/iPhone, android, and other smart device platforms that access patient information. Specific projects that I managed included: first hospital to publish ED wait times in Colorado; change of the EKG system at acquired hospital that concentrated on end user preparation and change management; launched the MEDITECH handheld application to all providers to access the EMR via smart devices; and the rollout of the Electronic Flight Record environment to Flight for Life Colorado to allow capture of patient care provided in flight.

As the scrum master, my team delivered the Schwab Advisor University, an enterprise wide tool for educating major clients to my business partners to enable external advisors to leverage the hosted training content through the secure SAC.com portal This single sign on connectivity leveraged SAML 2.0, the first implementation at Schwab. Because our team lived by the Agile principles and embraced scrum in order to create quality software, the adoption rate for the University was 300% higher than anticipated with no impact on performance. The web front end was hosted locally, with the application and database hosed remotely. The university application was created using.net and the database was an SQL instance. SAML was used to make the calls to the remote host.

As project manager in the Telecommunications section at Denver International Airport, I successfully deployed the largest free public Wifi network at an airport in the world at the time. I worked with the Network Security Group to implement security projects to protect DIA infrastructure. I was tasked with an overhaul of how projects were managed in the division. As a result, I created and implemented a project management framework to manage all projects consistently in Telecommunications. A key component of this framework was the introduction of the Technology Steering Committee (TSC). I then served on the TSC to guide the team as it was stood up. This team provided governance for all projects managed in the Business and Technologies division of DIA.

I lead a project to connect 16 locations for audio and video conferencing capabilities. I conducted business requirements gathering, created the technical design, and performed vendor selection. I guided the project through the full project management life cycle including initiation, plan creation, implementation and close out. I organized the project into phases to minimize customer impact while accelerating conferencing capabilities with the use of temporary mobile equipment. By concentrating on technology adoption issues from the start of the project, along with a sustainable support model, I allowed for the realization of the forecasted increase in productivity by reducing travel costs and increased availability of key executives.