At the Cortado Group, we deliver rapid, measurable top-line improvements for smaller, investor-backed growth companies across multiple industries.Our go-to-market experts help private equity firms and portfolio companies overcome challenges in revenue intelligence, revenue operations, product, pricing, sales, marketing, and customer success. We help them achieve or exceed their business goals — from revenue generation to value creation.

Strategic business partner to eight product line presidents in a matrix organization, owning all aspects of technology, from cloud infrastructure, product development, service desk support, and physical hardware utilized by our associates and clients.Currently own and manage seven IT budgets totaling 40M+Drove an effort to find efficiencies across all technology teams focusing on lean product development, off-shore Product Development, reduced cloud spend, and contract optimization to save the company over 25M in run rate savings.Implemented a strategic partnership program to improve our ability to recruit and retain top technology talent shifting the mindset from a back-office IT org for a brick-and-mortar company to a true technology driven company. Responsible for shifting the budgeting and strategic planning process from project-based budgets to resource plans bringing value add product roadmaps to our business partners with ROI and Go To Market plans.Key technology stakeholder involved in all mergers and acquisitions and all contract negotiations related to technology and strategic partnerships. Executive Leader owning all aspects of the TSA, contracts, and the Separation Management Office for the divestiture of our ADESA Physical Auction business for 2.2B sold to Carvana.

Transforming Product Development, Technology Operations, Infrastructure, Quality Assurance, and Product Management capabilities in order to provide platforms and solutions that align with our clients’ needs and transform the automobile re-marketing industry. Change agent leading a team that implemented a top-down Scaled Agile Framework, transforming both “waterfall” and “startup” teams to a formal version of Agile. Implemented new engineering metrics to quantify Value, Velocity and Quality across all ADESA Product Teams allowing measurable improvements within the Software Development Life Cycle. Developed strategic plans to align KAR’s business needs with our Product Development road maps focusing on revenue growth while reducing costs and time to market.

Lead the Product Development organization comprised of 120 associates in three locations.Assumed complete responsibility for all software development functions including Product Management, Business Analysis, Programming, Solution Architects, SCRUM Masters, Quality Assurance, Technical Documentation and Project Management.Responsible for the formation, hiring and day-to-day management of a subsidiary company in Delhi India made up of 57 Product Development and IT associates. Lead the development effort on the company’s largest initiative in 15 years, taking three standalone lending and analytics products using IaaS within MS Azure and rewriting them into a single product platform using PaaS within MS Azure. Responsible for the transformation of Baker Hill’s SDLC from a hybrid Agile/Watefall model to a 100% Agile using SAFe 3.0 as our benchmark and end goal.

Lead the Project office and IT team comprised of 23 associates skilled in Project Management, Production Support, Dev Ops, System Engineers, and IT Support. Lead all Product and Internal IT carve-out projects related to the divestiture of Baker Hill away from Experian, completing the project ahead of schedule resulting in a cost savings of 1.2 million. Responsible for the development and implementation of our client production environment, organizational information systems, software applications, and IT support from a traditional data center to Microsoft Azure.Architected and implemented project management process for company wide strategic programs to ensure proper governance, reporting and cost analysis resulting it on time delivery of client commitments. Improved existing software programs and developed new applications and interfaces to meet client needs and expand Baker Hill’s product suite. Implemented a “build, buy or partnership” analysis process when architecting new product offerings allowing the executive team to make decisions based on revenue impact and cost.

Responsible for effective coordination of multiple projects and their interdependencies, ensuring that projects are completed according to defined standardsManaged the approval and Gates process from project inception through project completion. Responsible for the communication and reporting structure for all Product and Technology Projects.Provided leadership, direction and coaching on project specific tasks as well as individual professional developmentDefined and implemented process standards, procedures and project documentation related to the ReachLocal Agile Software Development Life Cycle.Implemented capacity planning for all of Product Development using Oracle Project Management, giving visibility to upper management on what was being worked on as well as our team’s available capacity.

Led a team of over 160 Quality Assurance testers accountable for test plan design and execution, regression testing, automation testing and Alpha/Beta support for software solutions supporting over 30% of the US Credit Union Market.Integrated Product Development teams supporting 14 core product lines and multiple ancillary solutions into a single organizationBridged technical and organizational differences to create a unified software development and delivery processImplemented standardized methodologies and organization-wide metrics which resulted in product deliveries that exceed content commitments, were available to clients “on time, every time” with a double digit reduction in field reported defect rates.Responsible for managing a P&L within Product Development totaling 980 million in revenue across all of Credit Union Solutions. Implemented a standard automation tool and team across multiple Fiserv products allowing us to focus on adding automated test scripts resulting in reduced manual testing and increased automated regression coverage.

Implemented Project Management and SDLC processes and policies at five Fiserv business units based on successful best practices created under my tenure.Mentored Product Development managers and project managers at multiple Fiserv business units while transitioning Product Development to a new software development life cycle using waterfall methodology. Implemented improved quality processes across five core products to reduce the number of current defects reported by our clients as well as improve the quality of the product before being deployed in production. Ensured Product Development is compliant with Payment Card Industry (PCI), National Credit Union Association (NCUA), numerous internal audits, business continuity and disaster planning for five Fiserv business units. Standardized configuration management processes and software builds across multiple business units ensuring change management standards were meet. Worked with Finance and Deloitte on R&D tax credit as well as our monthly software capitalization process. Lead and managed over 200 off-shore resources spread across multiple Fiserv products.

Increased net promoter score over 200% by improving processes and creating a predictable software development life cycle that led to over 60 on-time releases in a row with all promised content.Expanded off-shore team to include three locations in India and one in Costa Rica totaling 75 off-shore employees. Created a successful model to build off-shore delivery teams and reduce attrition within a product development organization now being used across all Fiserv business units. Directed the configuration management team within XP2 responsible for the delivery of all software builds and XP2 software packages.Built Product Development capacity planning tools that allow our Executive Team to make intelligent roadmap decisions based upon our team’s available capacity. Created a standardized release schedule allowing us to commit release content to our clients one year prior to the General Availability date.Implemented project and release level dashboards allowing Product Development to track planned effort, actual effort, cost, and earned value.

Managed all projects through each phase of the project lifecycle. from writing the initial business requirements document to the completion of writing all test cases and testing. Helped develop a new version of the Merchant Application which included a new version of the online application, the paper application, and all boarding tools used to assist in analyzing and boarding new merchants.SME on the boarding process and all boarding tools. Created presentations and reporting for management to train users on all new boarding process software, and provide overviews for First Data Legal in order to move forward with patents.