Previously contracted in same role, pleased to be joining the P&G family full time.

Served P&G in Network Audit and Compliance.

Served GE as Agile Leader, moving an organization into their Agile journey using a blend of Scrumban and DevOps methods. Over the course of 10 months, started 6 Agile teams across 2 aligned areas, similar to Spotify approach. Provided ramp-up Agile training, team development activities and followed with traditional Scrum Master duties once formed. Coached Development Teams, acting Product Managers and organizational leadership on Agile principles.Shifted to another CBTS Project due to COVID.

Served a distributed team as Scrum Master aligning with the "Spotify" Tribal model. As part of an Agile Chapter, assisted in facilitation of multiple Big Room Planning Events. As an Agile leader, Inherited a high-profile project crossing multiple teams, led the Scrum of Scrums through project completion; facilitated further meetings into the maintenance window upon request.

Coached multiple Agile teams in both Scrum and Kanban practices, according to team's best fit based on team analysis. Facilitated outside-the-box retrospectives at various levels of the organization; facilitated all events described in the Scrum Guide. Presented on Servant-Leadership to Scrum Master peers.

Contracted to GE to develop and maintain process documentation in support of their Network Operations group. As the first Technical Writer on the team, I developed style guides for all Process and Network Design Documentation and authored the first Print Edition of our Network Operations Manual. I continued to maintain an electronic version of the manual, which reflected over 1600 pages of content at peak.I quickly moved into more of an Instructional Design role, while maintaining my Technical Writing duties. I created a standardized program for training and testing and maintained a web portal for same. This program included authoring training classes and series, from concept to assessment. I also produced videos for training and orientation from concept to post-production. These classes mainly covered process training and new technology overviews. I was also an agent of Process Improvement for the team, advising management when I saw process gaps or ways to reduce cycle time. The value I brought to the department made it necessary to expand the team; I managed a Documentation Specialist from mid-2015.During my tenure our team shifted to a more Agile mindset, and I was tasked with being the team's Agile Coach for perpetuating Scrum. As a certified Scrum Master (PSM I), I provided general Agile coaching to the organization as well as being part of multiple Scrum teams. These were both software development projects and general team projects. During this time I also began my Lean journey, receiving training in Kanban and also applying those methods to a specific project.

Wore many hats including brand development, marketing, promotions, website content, acquiring speaking engagements, developing revenue streams and guiding advancement.

Responsible for appointment-driven, phone, and cold-call group sales efforts in 125 mile radius around museum, encompassing six primary metropolitan areas and all points between. Guided production of mailers and other promotional materials. Represented museum at various trade shows, public speaking events and VIP on-site tours. Increased revenue by creating and selling new programs. Museum first year attendance exceeded goal by 37.5 percent with paid group attendance accounting for 26.5 percent of the overall attendance.

Recruited to return to Putt-Putt team as supporting manager to previous position. Assumed all duties as described under "Director of Marketing and Promotions", reporting to current Director. Helped drive group sales to its third-best year in company history.

Responsible for all content and layout of a weekly all youth and prep sports newspaper. Provided stories, photos, headlines and captions, and supervised one full time writer in same. Supervised graphic artist in newspaper design and layout. Scooped local daily newspaper on several occasions due to aggressive research and lead pursuit.

Pursued ownership in Putt-Putt franchise system, functioning as surrogate owner while negotiating purchase. Responsible for all aspects of business. Consistently increased profits daily by 80% over course of two months, leading facility to highest sales total in five years for 2003 season. Purchase attempt rescinded, but brought profits to a level that allowed business to be sold to another investor after two years of being on the market with no offers.

Responsible for closing and coordinating around 100 corporate and family reunion picnic events annually, often conducting multiple events simultaneously. Also responsible for all other group sales. Led a full-time assistant and 30+ seasonal employees in sales coaching and service delivery. Conducted multiple sales methods including direct mail campaigns, cold-calling, guided tours, in-house promotion and general advertising. Expanded contact lists and market segments via researching skills. Developed special events from concept to post-event analysis with little or no supervision. Also prepared all promotional materials, including print and broadcast advertising copy, press releases, media articles, flyers and brochures. Increased sales by 25% in each of first two years, each representing a new high-water sales mark.

Managed team of 50+ in day-to-day operations. Responsible for all interviewing, hiring, and training of staff; scheduling and coordinating shift work; inventory controls and loss prevention; reports and deposits. Team coaching led to 300% increase in club membership sales in ‘94 and nation-leading totals in ticket sales ratios in ’98. Awarded National Manger of the Year in ’98, chosen from among 200+ locations.