As the CIO of Smart Data, Michael Martin’s primary goal is to facilitate the annihilation of all barriers to the success of his teams so that they deliver the company’s values and excellent service to their partners. Smart Data’s rapid growth to having offices in three cities, Dayton, Cincinnati and Louisville, has Michael focused on minimizing decision latency so the offices can be nimble while still maintaining the stability and continuity of daily operations.Prior to being promoted to the role of CIO, Michael led Smart Data to become a mature Scrum company, operating with a unique, flat hierarchy. His commitment to mentoring and developing individuals within the organization allows him to enjoy seeing team members as they grow into better, wiser versions of themselves.

Michael specializes in helping organizations make the transition from traditional development and release practices to a modern set of tools and processes that increase the release frequency and quality of software. Michael is currently serving as the director of DevOps for Smart Data Systems. In this capacity, Michael has used his skills to foster a culture of technical excellence and transparency at Smart Data Systems protecting its renowned culture while increasing customer satisfaction during a period of rapid expansion. Speaking Engagements o IO and Lightower Fiber Networks Present: November 2016 -"What role should DevOps play?" o Technology First Taste of IT November 2016 - "The Impossible Project" o Technology First Taste of IT November 2017 - The BRD is Dead. What's Next? o Smart Data Systems Monthly Speaker - "Story Points: What are they good for?"

Led integrated customer focused Agile Scrum teams to support all clinical product owners and clinical systems. The teams consisted of Scrum Masters, Software Developers, Database Administrators, Software Quality Analysts, Application Engineers, and Technology Architects • Lead team in the creation of first mental health provider focused health data exchange.• Utilized Scrum and Lean best practices to predictably deliver high-quality software.• Built three scrum teams that provided application development, application engineering and operations support Inline with the DevOps model.• Supported the product owner in product backlog prioritization, sprint planning, and roadmap development.• Facilitated sprint planning, daily stand-ups, sprint reviews and demos, and retrospectives.• Reported on prioritized product backlog, sprint story status, potentially shippable product increments and deployment to production status.• Removed impediments including: technical, process, and cross team impediments.• Led daily Scrum of Scrums addressing immediate dependencies with other teams.• Initiated self-organized improvements in story grooming, development, and production deployments.

I was directly responsible for the Change and Release process, Application Engineering Team, Database Administration Team, and the IT Operations Team. I provided leadership and oversight to a staff of over 30. Defined, implemented and maintained the company's complete application portfolio. Set the vision, direction and execution methodology for business applications and IT processes. Developed SDLC strategy and implementation plans for the consistent delivery of new applications and services. Provided strategic planning for the continual competitive enhancements to the application portfolio. Ensured that all applications met, or exceeded their established SLA service level agreements.

Responsible for evaluating and planning release, migrations, and upgrades within the IT organization while authoring policies and maintaining procedures to ensure consistent quality with all IT releases. Developed and documented the CareSource Change Management and Release Management process from the ground up, and tailored to the distinctive needs of a rapidly growing organization. The process I developed uniquely balanced the need for controls and verification without stifling the innovation that defines the company. This process was continually cited as a strong control within our annual external audits and satisfies the stringent controls of the Healthcare/Insurance industry.

All of the projects I worked on with Robert Half had two items in common: the project was completed on time or sooner and we voluntarily took on additional responsibilities and assignments. Every client was very satisfied with the quality of the work performed; several made specific request on my availability in subsequent projects with Robert Half.