Principal, Swift Ascent, LLC: January 2011– Present
· As a principal with Swift Ascent, LLC, I provide agile training, coaching, and implementation, with focus on agile transformation at Enterprise scale. Past and current clients include CenturyLink, Aircell, EDMC, and Tendril Networks, among others.
· A certified SAFe Program Consultant (SPC), I lead scaled agile framework implementation at all organizational levels, employing SAFe, Disciplined Agile Delivery (DAD), and Enterprise Agility methods as appropriate for the clients with whom I work. In this capacity, I provide initial and ongoing coaching and continuous improvement in value stream alignment with portfolio and release planning, employing Lean principles, Kanban/Scrumban, agile scrum practices (user story development, estimating, ceremonies, release and sprint planning…) as key instruments of portfolio execution.
· Additional efforts include leading the change management effort required to build on and sustain agile adoption at all levels of the Enterprise. This work includes initial agile adoption/transformation readiness assessments at the team and Enterprise levels, and use of the Kotter Change Model, among other methods, to support and sustain “kaizen” through the implementation and beyond.
· Core Focus: Agile transformation at Enterprise scale; Portfolio and Release Planning, Lean principles, Agile (Scrum, Kanban, Scrumban, XP) training, coaching, implementation; tool support (Rally, JIRA, VersionOne); Agile Boot Camp and PMI-ACP certification training; Agile PMO facilitation; VoIP/Internet technologies; change management; global team formation.
Senior Manager, Program Management Office (PMO), Voice Technology Group, Cisco Systems, Inc., November 2010 – August 2011 (Accepted Corporate Buyout effective August 1, 2011)
· Agile Coach, Cisco Cius™ tablet initiative: project context included VoIP telephony/networking offer with enhanced real-time video and 3/4G communication support across both hardware and software components, and an internationally based 250-person engineering/test, deployment, vendor and client management team.
· In this capacity, I facilitated planning, communication, execution, delivery, and onsite deployment for this highly strategic offer using agile methods. The project ran Agile Scrum, with 15+ Scrums delivering into a “Scrum of Scrum” Release Plan Structure, which I lead as a member of the executive team.
· I focused specifically on agile transformation and implementation: through executive-level coaching in agile methods, scrum master and scrum team staffing/training, and facilitation of release-level integration efforts across the Enterprise.
Senior Manager, Enterprise Architecture and Systems Program Management Office (PMO), Cisco Systems, Inc., September 2009 – November 2010
· Founding member for development and implementation of a broad virtualization and agile transformation effort within Cisco’s Enterprise business.
· In this capacity, worked with senior leadership to define and enable organization charter, operating model, tools infrastructure, culture, and program delivery objectives under an agile framework.
· Was specifically responsible for building and leading the Agile-PMO and scrum master/scrum team staffing and coaching within this framework: in this capacity, staffed a team of approximately 30 individuals in locations throughout the US, and saw the team through a first initial Virtualization release under agile methods in October 2010.
Senior Manager, Voice Technology Group, Cisco Systems, Inc., March 2006 – September 2009
· Led a 28-member PMO staff in all aspects of project planning, execution, delivery, client engagement and onsite deployment for Cisco’s Unified CallManager™, Endpoints, and related VoIP applications and programs: a $3B line of business. My team included three staff managers, with team members and programs in multiple US and International locations.
· In this capacity, worked with engineering and product management peers and with senior leadership to negotiate and implement program content, schedules, budgets and financial metrics, quality criteria, and the program infrastructure (project web pages, MS Project-based milestone tracking, risk and change management vehicles, among others) necessary to deliver on and manage ongoing program commitments.
· In addition, I owned a primary focus on continuous improvement: in methods essential for program planning and execution across the Enterprise, in driving ongoing PMO excellence in execution and leadership, and for staff development and growth within my organization.
Manager, Voice Technology Group, Cisco Systems, Inc., July 2004 – March 2006
· Led a geographically dispersed, eight-member Program Management team in the planning, execution, and facilitation of multiple, business-critical VoIP initiatives. Programs involved international development and delivery teams and multi-million dollar budgets, with exceptional requirements for time-to-market and overall product quality.
Technical Manager, Avaya Inc., September 2001 – March 2004
· Championed technical design team in the development, deployment, and continuous improvement of Avaya’s Corporate Quality Management System (QMS). This System included stage-gate product development and delivery processes, tools/templates for portfolio planning, product development, and lifecycle management activities, Product Lifecycle Management (PLM) work flow development/analysis, and web-based requirements for ISO 9001:2000 certification.
· Under my leadership, QMS staff developed and leveraged relationships with the executive team, R&D directors/associates, and operations organizations to ensure relevance, effectiveness, and consistency of this corporate-level approach to product planning, development, and delivery.
Program Manager, Cisco Systems, November 2000 – September 2001
· In concert with Engineering and Product Marketing staff, led the design, development, delivery and support of Network Management Applications for Service Provider Networks. Primary customers in this arena included major telephony service providers throughout the world, deploying VoIP-based networks on very aggressive schedules and with exacting requirements for application functionality, reliability and time-to-market.
Program Management Supervisor, Lucent Technologies Bell Laboratories/Avaya Inc., August 1999 – November 2000 (Company spinoff to Avaya, Inc. occurred October, 2000)
· Led the Voice and Internet Messaging PMO, with team members accountable for project planning and delivery across all aspects of the business. Projects encompassed software and hardware messaging systems and features, business operations re-engineering, and call center applications, among others.
· In this capacity I negotiated project and business-level objectives with senior management and ensured the success of those objectives through the efforts of my staff and the functional groups with whom they worke