TD Ameritrade, Scrum Master
September 2016 - Present, Ann Arbor, MI, US
Coaches Scrum Team on Agile practices and promotes Agile values to drive culture change within IMS, facilitates cross-team planning within for the IMS platform to identify dependencies and plan future enhancements across all IMS platform products, and responsible for coordinating with Change Control organization to plan and deploy new features.
Key accomplishments include introducing Agile estimation practice of Story Points to focus team on product quality over estimate accuracy and restructuring JIRA implementation to support multiple Scrum Teams interacting with multiple Product Backlogs to optimize overall product throughput.
Nielsen, Program Manager / Agile Coach
August 2014 - September 2016, Schaumburg, IL
Coaching and mentoring multiple development and product leadership teams within the AOD organization as they transition from Waterfall to Agile to help them grow and understand the values of Agile, leading the effort to implement large/complex backlog items quickly in production to reduce the feedback loop on changes and deliver client value more frequently, and driving the implementation of self-managing, cross-functional teams to support improved collaboration, establish a reliable team velocity, and produce value more quickly for clients.
Key accomplishments include Delivering critical data quality code changes 4X faster than anticipated (12+ weeks to 3 weeks) by assembling and facilitating the organizations first cross-functional, dedicated team, saving $10MM in potential revenue loss, and Introducing a Continuous Improvement Kanban Board to help centralize all improvement activities and provide focus to those activities in-flight, resulting in quicker turnaround time of in-flight improvement activities.
Vodori, Inc., Project Manager / Scrum Master
January 2014 - July 2014, Chicago, IL, United States
Facilitated Agile / Scrum ceremonies for a team to support their ability to work as a system, deliver results to the client quickly, and continuously improve, responsible for budget forecasting and invoicing of features delivered to the client each sprint to better connect feature delivery with business value, and partnered with the client and Product Owner to develop and prioritize a product backlog to ensure the highest priority items were being addressed first by the team.
Key accomplishments include standardizing the billing process for sprint activities (ex. Sprint Planning) to improve transparency to internal and external stakeholders on how sprint activity costs are distributed across delivered features, and improving development team efficiency by 10 hours per week through implementing a support request triage process to funnel support requests from the client to a support focal and not directly to developers.
Nordstrom, Project Manager / Product Owner
June 2013 - November 2013, Seattle, WA, United States
Managed a team of eCommerce Product Owners and Business Analysts responsible for translating business requirements and driving the delivery of new features to support the Nordstrom.com checkout experience, oversaw the execution of a project to create a new Nordstrom.com checkout experience leveraging multiple development and business teams within a large-scale Agile framework, and championed the creation of process improvements to support the Nordstrom eCommerce organization and its journey towards adopting Agile software development.
Key accomplishments include instituting an A3 / Root-Cause process for the eCommerce organization, resulting in the first comprehensive system for tracking root-cause of issues that occur during all stages of the SDLC, and implementing a baseline project schedule for the new Nordstrom checkout project to inform delivery timeline, as well as introduced the use of schedule and cost performance metrics to track progress.
Boeing, Project Manager
June 2009 - June 2013, Bellevue, WA, United States
Led all SDLC activities for an online maintenance tool, produced and maintained by nine international development teams to support customers of the Boeing 787 Dreamliner, implemented Agile / Scrum best practices across multiple development teams (including the use of cadence calendars and agreed on definitions of ready/done for user stories), communicated team progress, risks, and opportunities through weekly statuses reports to senior leadership, and negotiated sprint and release content between development teams and product owners.
Key accomplishments include improving the development cycle time to production from 1 release per year to 6 releases per year, and delivering a 9 month project to reduce the processing time of maintenance data updates from 39 to 7 days.