Jim Starrett


Vice President, Bottomline Technologies

Location: Portsmouth, NH



Certified Scrum Professional
Certified Scrum Product Owner
Certified ScrumMaster


Jim Starrett Professional Bio

Summary Profile:  Strategic and Tactical Senior Business Leader who delivers results by transitioning strategy into action. Experienced in building and training effective teams to implement client solutions, manage portfolios and deliver quality and service in rapidly changing environments. Proven track record of building rapport with clients and partners in several industries. Certified Scrum Professional (CSP), with certifications as Scrum Master (CSM) and Product Owner (CSPO). Six Sigma Black Belt Trained with Certificates in Project Management and Leadership & Change Management.

Recent Experience:  As Vice President, Enterprise Program Management with Bottomline Technologies, I work with multiple LOB's in the company and on enterprise-wide inititives, including our recent transition to Agile & Scrum.  While I have years of experience managing teams in Waterfall and Agile methodologies, in 2012 I had the opportunity to become a Certified Scrum Master & Product Owner and, in 2014, my CSP.  I had the privilege of working with Dr. Sutherland on certification for a number of colleagues and myself as well as my company's training & transition.

After becoming certified in 2012, I took a leadership role within the organization to further the advancement of Agile and Scrum in the company.  This role includes several aspects, including:

  • Leveraging the process of 'Scrumming the Scrum' to implement Scrum in the enterprise.
  • Development and delivery of a formal Agile and Scrum training program that includes a two-day course in Agile and Scrum fundamentals as well as a User Story workshop.
  • Creation of an Agile and Scrum consulting approach to assess an organization's current status and future recommendations as they transition from Waterfall to Agile and Scrum.
  • Support as an Agile Coach through internal consulting engagements for mulitple business lines and teams within the enterprise as they continue to learn and become Agile.
  • Serving as a Scrum Master for multiple teams and several product releases across three business lines.
  • Serviing as a Product Owner for our internal Technical and Process Training Requirements Backlog

By the end of 2013, we delivered our 20th Agile/Scrum training class or workshop to 300+ participants!  This training was delivered to 6 BT offices in the US, as well as in our offshore development partner's site.  In addition we held 2 Executive Agile Workshops and had 20+ Scrum Master & Product Owners certified.

Results from the business line coaching engagements have been very positive.  Initial velocity increases of 250% or more in just 1-2 releases were reported in each engagement.  Expectations for greater velocity increases are high as teams continue to progress their knowledge, groom backlogs, develop their rhythm and make progress from their retrospectives.

2013 was a tremendous year of advancing Agile/Scrum knowledge and the application of their principles and practices across multiple Business Lines, Product and Scrum Teams.  2014 looks to be another good growth year as I have hired the company's first dedicated Agile Coach onto my team.

I am currently on the adjunct faculty at Southern New Hampshire University.  I teach a Masters Course in the Management of Information Technology, an introduction to the issues underlying the management of IT in organizations.  The course covers: (1) organizational structure and process and the adoption of new information systems technologies; (2) the management of the IT function within the organization; and (3) IT project management.

Past Experience:  Prior to BT, I was a co-founder of Network For Work, an on-line professional networking venture.  While the company lasted only a short while, we helped a large number of people during the 'Great Recession'.  It was an invaluable experience that taught me much about myself, my capabilities and interests.

Prior to Network For Work, I was with Fidelity Investments in numerous positions for twelve years.  The positions covered a wide area of responsibility including Software Engineering, Implementation, Operations and Project Management.

Work experience

Bottomline Technologies, Vice President
February 2014 - Present, Portsmouth, NH, United States
Responsible for advancing Bottomline Technologies strategic initiatives through the management of Enterprise-level programs, cross-Line of Business initiatives and Global Development Partner relationships. Act as a change agent across the organization, driving and enabling key change initiatives, including the enterprise transition to Agile and Scrum to accelerate product delivery while increasing quality and delighting customers.

Southern New Hampshire University, Adjunct Faculty
September 2010 - Present, Manchester, NH, United States
Developed curriculum for and deliver a Masters Course in the Management of Information Technology. An introduction to the issues underlying the management of IT in organizations, the course covers: (1) organizational structure and process and the adoption of new information systems technologies; (2) the management of the IT function within the organization; and (3) IT project management.

Bottomline Technologies, Director, Offshore Program Management
March 2012 - February 2014, Portsmouth, NH, United States
Responsible for the Offshore Development Center across multiple BT Lines of Business, including the creation of the offshore program governance structure, development of proposals and estimates for new business opportunities, management of the program in accordance with commercial agreements and ultimately customer satisfaction. Leadership on an enterprise-wide Agile/Scrum transition effort across multiple Lines of Business, including planning, change management, coaching and training to multiple internal BT scrum teams. The estimated time I spent in 2012 on the Agile/Scrum transtion, becoming certified, acting as SCM and PO for an enterprise agile transtion project and delivering multiple Agile/Scrum 2-day training classes is approximately 1,000 hours. In 2013, the Agile/Scrum transition continues as a primary responsibility with addtional coaching and training across teams. An additional 200 hours will achieved by mid-February.

Bottomline Technologies, Sr. Development Practice Manager
December 2009 - February 2012, Portsmouth, NH, United States
Responsible for the Development Practice in the Banking LOB, including resource planning, skills assessment and training, client engagements, the delivery of quality code and customer solutions and collaboration with other department leads on the implementation of best practices and efficiencies.

Network For Work, Partner & Co-Founder
February 2009 - December 2009, , United States
As Partner and Co-Founder of Network For Work, provided vision and leadership, creating the organization’s mission statement and services managed for and delivered to its membership. -Developed organization’s Business Plan, P&L and innovative suite of services with its Co-Founders -Guided & directed organization’s early growth and development and managed its implementation plan -Developed organization’s Social Media & Professional Networking Web Site and on-line experience -Facilitated networking events, presentations and development workshops for 100-150 participants -Grew membership from group of 8 colleagues to over 800 members from multiple industries in 6 months

Fidelity Investments, Director, Software Engineering & Development
December 2006 - December 2008, Merrimack, NH, United States
Managed a global professional services team that followed SDLC methodology to develop and deliver a multi-tier architecture solution for an enterprise hosted Content Management System with tight financial & time constraints -Hired, managed global teams of Java Developers & Systems Analysts to use Waterfall & Agile methods -Collaborated with business partners, vendors, clients to define business requirements priorities -Improved New Client On-Boarding Best Practices/Efficiencies, reducing costs & ensuring scalability -Approved & coordinated delivery of multiple project streams, WBS and budgets -Set and communicated vision and goals to align global teams and cross-functional stakeholders -Ensured compliance in FSDM/Agile methods to Unit Test, merge source code & deliver quality

Fidelity Investments, Director, Process Reengineering
December 2004 - December 2006, Merrimack, NH, United States
Developed a Business Architecture Program to improve business intelligence and identify end-to-end processes and key inter-function hand offs, eliminating organizational silos to deliver a ‘One Fidelity’ experience for clients -Developed relationships with internal business units & partners to achieve new business' goals -Delivered a corporate-wide Six Sigma project on Data Quality with first year cost savings of $250k -Facilitated large planning meetings on innovation to accelerate the pace of change -Successfully completed Six Sigma Black Belt Training and Exam and delivered Six Sigma YB training

Fidelity Investments, Operations Director, Client Services
December 2002 - December 2004, Portsmouth, NH, United States
As a member of the Extended Leadership Team, managed operation functions, including phone, client data, PM and BA, for a portfolio of clients, consistently placing in the Top 2 in 'top box' client satisfaction surveys -Directed execution of AE and CO projects for ~50 H&W plan sponsors with over 1.2M employees -Reduced $4M budget over 10% by restructuring resource utilization for new clients, saving $400k -Led the initiative to transition 20% of analyst functions offshore -Instituted risk mitigation to avoid or detect errors to improve results in SAS 70 audits -Defined performance objectives, delivered appraisals and made compensation & promotion decisions -Mentored teams of business analysts, project managers and research associates

Fidelity Investments, Director of Development
January 2000 - November 2002, Merrimack, NH, United States
Managed all Health & Welfare Practice development teams of managers, developers & analysts; Agile and Waterfall projects ranged in scope from small corporate actions (2 months, <$100K) to new large-scale implementations (12 months, >$5M) -Received an Outstanding Service Award in Leadership for supporting the decommission of our retiring platform and motivating the team to high performance through AE and Conversion -Completed a successful, final AE on the retiring platform and transition of >50 associates -Defined performance objectives, delivered appraisals and evaluations and made compensation and promotion decisions while mentoring teams of Software Developers and Business & Systems Analysts

Fidelity Investments, Sr. Project Manager
December 1999 - January 2000, Merrimack, NH, United States
Reporting to the Director of Development, responsible for all aspects of the SDLC development implementation, including scope management and delivery of all business and technical requirements on time and within budget -Promoted to Director of Development to lead Development Organization through decommission/conversion -Collaborated with clients, internal teams on planning & project discovery to prioritize requirements

Fidelity Investments, Project Consultant/Vendor Relationship Manager
November 1996 - December 1999, Merrimack, NH, United States
Coordinated systems changes and vendor upgrades with business units for Fidelity’s Year 2000 (Y2K) program Developed Year 2000 project plans with the Fidelity Brokerage Team to ensure Fidelity’s Y2K readiness

MCI/NewCorp On-Line Internet Services, Technical Service Manager
July 1994 - November 1996, Lowell, MA, United States
Managed a team of on-line technical support representatives in the support of Internet accounts.