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Heinz Platten


Agile Transformation Lead and Enterprise Coach, Platten Consulting LLC

Location: Phoenix, AZ


Certified Scrum Professional
Certified ScrumMaster



EXPERIENCE Platten Business Consulting Enterprise Agile Coach for PlatinumEdge ( Los Angeles, CA 2016 - present Platten Business Consulting Enterprise Agile Coach for cPrime ( Foster City, CA 2016 - present Platten Business Consulting Enterprise Agile Coach for Nike ( Portland, OR 2015 - 2016  Training and coaching of engineering teams mostly operating in Data ETL environments; Individual coaching of scrum masters, Product Owners and Managers with focus on predictability, quality of backlog items and team dynamics. Platten Business Consulting – Enterprise Agile Coach for Cisco ( Milpitas, CA 2014 - 2015  Training and coaching of teams and their leadership as part of a 7000-person Agile transformation.  Four- month assignment to train and coach embedded software teams in India, with teams still meeting tight delivery milestones.  Training and coaching of product management and the executive team up to VP GM and his staff. eBay / PayPal (, San Jose, CA 2011 - 2014 Agile Lead & Enterprise Agile Coach  Directed PayPal’s Data Technology Organization transformation from Waterfall to Agile; planned and executed successful transition for 400-member organization; reported to Director of Business Operations/Shared Services.  Served as Chief Product Owner of 11 Agile transformation tracks operating in Scrum and member of PayPal Agile Transformation Team’s training and coaching track to transition 4,000 engineers to Agile.  Served as PayPal Agile Facilitator, specializing in release planning. Manager, Data Technology PMO 2012  Managed group of 14 program and project managers while steering all solutions projects in North America.  Expanded grass roots Agile pilot to seven Scrum and Kanban teams in the US and India. Program Manager, Data Technology Projects 2011-2012  Managed projects supporting all PayPal products; supervised 3 project managers; formed & coached Agile pilot teams. MobileIron (, Mountain View, CA 2010 -2011 Director of Program Management  Defined and managed roadmap for company’s virtual mobile device management solution, driving milestones and release content definition for multiple parallel major and maintenance releases; reported to VP of Engineering.  Owned roadmap for multiple product streams and supported growth from 100 customers to 800 customers.  Transitioned company (US/India/Vietnam) from traditional Waterfall to Scrum/Agile framework. Purple Communications, Inc. (, Rocklin, CA 2008 - 2010 Technical Program Manager  Directed feature definition, development, and rollout of two major releases and subsequent point releases of flagship mobile video phone; acted as Scrum Master for development; reported to VP of Technical Program Management.  Managed parallel tracks through Alpha/Beta rollout and later releases to 7,000 customers for video relay service offering for deaf and hard of hearing community; utilized JavaScript, HTML, Flash, C++, web services, H.323, and SIP.  Set strategic product direction by soliciting and gaining insights from customer feedback as well as consolidating with requirements from internal stakeholders; represented product in weekly executive GTM discussions.  Led cross-functional readiness for each release, spanning engineering, marketing communications, supply chain management, customer care, training, IT support, and implementation team (300 installers). Intelligent Data Technology, Inc., San Jose, CA Vice President of Customer Support and Services 2006 - 2008  Established Customer Support and Professional Services within SaaS offering for ISO compliance automation, effectively defining and positioning solution; managed Asia and US customer accounts; reported to CEO.  Designed, built, and managed company’s global support and service organization providing pre-sales support, training, implementation, central hosting, and contact center service.  Sped implementation process from two weeks to two days, reducing time spent on business analysis and onsite work.  Automated business processes to scale services organization and satisfy major VC directive.  Achieved ISO 9000 certification within three months. Global Cybersoft Inc., (, Santa Clara, CA Vice President Business Development North America 2002 - 2005  Directed the development of Global Cybersoft’s Offshore Development Center (ODC) offering for US market; established ODC in Vietnam, contributing 30% of company total revenue after one year; reported to CEO.  Managed all US customer engagements as account executive and served as project management interface to ODC, handling contract and statement of work negotiations; major accounts included IBM and Applied Materials.  Built ODC project management practice, training 30 project managers and team leads in Vietnam.  Implemented ODC best practices in order to meet US customer expectations, including PMO processes, business conduct, communication, and local hiring guidelines in Vietnam. IBM US, Boca Raton, FL Sr. Project Manager, Software Development 2000-2002  Managed development for initial and subsequent point releases of IBM WebSphere product; utilized Java, IBM Middleware, WebSphere Application Server, and Tivoli.  Defined scope/plans for four geographically dispersed teams charged with development, testing, and customer Beta program; managed engineering, test, and documentation teams on all releases as well as legal deliverables. Sr. Project Manager & Consultant, IBM Global Services 1998-2000  Consulted on Enterprise Application Integration and Supply Chain Integration projects as well as managed projects focused on improving customer engagement; raised sales and implementation process efficiencies.  Led implementation of supply chain management software interfacing to SAP and J.D. Edwards for customers in manufacturing, printing, and aerospace industries.  Developed tool to automate estimation and quotation process for sales team, reducing quotation process by 50%.  Created integrated implementation process for J.D. Edwards and third-party software, speeding implementation 30%. Project Manager, IBM Manufacturing Automation Systems 1996-1998  Formed/managed 15-member system test group; provided customer support for an IBM Manufacturing Execution System (MES), including pre-sales, technical marketing, and requirements analysis as SME. Previous: IBM GERMANY, Frankfurt Marketing Manager / Sales Representative / Project Team Lead

Work experience

PayPal, Agile Lead & Agile Coach
December 2011 - Present, San Jose, CA, United States
Jan 2012 to present - 70% of my time – 1,400 hours in 2012. Agile Lead / Agile Coach for the Data Management organization of 400 people. - Started an Agile pilot team in January to prove that Agile can be done in a Data Management / Data Warehousing environment - Grew the pilot to seven teams, both Scrum and Kanban, by July 2012 - To change from pilot mode to a structured roll out I implemented an Agile Transformation Team consisting of twelve work groups, each working on a backlog of stories to support the organization wide transition from waterfall to Agile. The transition work teams itself was operating in Scrum with Product Owners and Scrum Masters for each team. All product owners for the transition reported to the Chief Product Owner for the transition which is the VP of Data Management. I acted as the scrum master of the Transformation Core team and also as the Product Owner of the Training & coaching work group. October 2012 to present - 30% of my time – 150 hours in 2012: In the second half of 2012 PayPal decided to transition all of 6000 engineers from waterfall to Agile. I’m a member of the PayPal Agile Transformation work team for 'Training & Coaching' to support the transition of the 6000 PayPal engineers to Agile. The transformation team is operating in Scrum.

Mobile Iron, Director Program Management and Agile Lead
October 2010 - October 2012, Mountain View, CA, United States
Oct 2010 to Sept 2011 - 70% of my time - 1,400 hours total Agile Lead - Leading the transformation of the engineering group from traditional waterfall to agile. Developed the Agile Transformation Plan for the organization - Started the first pilot team in February 2011 - Rolled out two more teams during a six month period - For all three teams I had to propose ways to include QA that was located in India and Vietnam. - Acted as internal coach to all delivery teams and the group of product owners


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